| | | 20,000+ Fresh Resumes Monthly | |
|
|
| |
Click here or scroll down to respond to this candidateCandidate's Name
https://LINKEDIN LINK AVAILABLE EMAIL AVAILABLE Austin, TX Street Address -745-0441Senior Operations ExecutiveDynamic LEAN and Six Sigma Black Belt professional, driving staff development and operational excellence. Draws on rich experience in a wide range of industries spanning aerospace, automotive and commercial, medical, food processing, and beverage, optimizing workforces. Builds effective educational programs and streamlines processes. Strategic problem solver with in-depth experience in process improvement, cost reduction, and solution development within diverse plant environments. Extraordinary planner, visionary leader, and brilliant communicator able to rapidly relay plans and develop new processes. Proactive leader who fosters team excellence by expertly aligning staff effort with broad-scale organizational goals.Professional ExperienceCumberland Additive Austin, TX June 2022 to Dec 2023Additive manufacture in both Metals and Plastic 3D Printing for Space, Aerospace, Medical, Oil, Military, and DefenseVice president-supply Chain and processesStaff member to the President and CEOEnsured safe methods and practices existed and were followed. Over 1400 accident-free days.Responsible for the highest revenue months in the companys history.Established visual routers and coordinated the CNC machine shop throughput flow strategy.Lead daily Gemba walks, established accountability boards throughout operations shop floor.Multiple site responsibility of daily operations.Accountable for Weekly, Monthly and Quarterly Operations reviews.Director-Supply chain and ProcessesDrove Metal and Plastic printer and CNC maintenance, budget and spending.Measured and Improved capacity throughput. Supported operational goals and throughput.Designed and improved Product techniques in routers and breakout operationsProvided production priority/support scheduling and coordination with internal and OSP vendors.Increased OTIF over the previous years.Supported operations with planning and execution of timely supplies, tools, materials and OSP.Libra Industries Dayton, OH March 2021 to June 2022Manufacture of tracked explosive ordnance robots for Military and Police, and systems integration for Medical, Aerospace and Defense.Quality and Operational Excellence ManagerStaff member to the Senior Operations Director of Systems Integration and Vice President of Engineering and Quality.Led the Dayton facility in ISO 9001, AS9100D and ISO 13485 audits.Accountable for leading and managing the daily GEMBA OpEx System for systems integration division with Accountably Boards, Safety, Quality, Velocity, Delivery and Cost.Designed and implemented a companywide 6S instructional program for five independent facilities.Responsible for $230,000 cost savings for Q2 & Q3 by standardizing inspection methods between three inspection labs and Dock to Stock material flow.Managed and oversaw the reduction of the Material Review Board (MRB) goods and services.Commercial Vehicle Group Dublin, VA October 2017 to May 2020Global supplier of complete cab systems for heavy-duty truck, construction and agricultural equipment markets including the specialty and military transportation marketsSenior Corporate Manager Continuous Improvement & Energy ManagerStaff member to the Vice President of Continuous Improvement for CVG in a matrix organization supporting multiple plants in the Trim and Electrical Harness Division.Responsible for developing, leading, and managing the model plant for Mack Sleeper Cabinets. Reduced internal defects from a high of 380 per month to zero, established lean workflow, increased delivery performance from 45 to 99 percent, while reducing head count by over 50 percent. Multiple plant responsibility for two additional locations.Training delivery of Black, Green, and Yellow Belt Lean Six Sigma classes throughout the global company enterprise, and managed cost savings projects for multiple plants totaling over $750K/year.Worked with the Department of Energy on sustainability for all 22 plants across the world to track, monitor and drive energy reductions two percent year over year in 2019 -2020.Lean Operational Advantage, LLC. Houston, TX May 2016 to October 2017Lean and Six Sigma Consulting CompanyManaging PartnerExternal Consultant /Travel 90%Canton Ingot WorksReported to Vice President of Forging Operations, Director of Forging and Plant Manager.Lead hands on 6s classes for two Plasma Melt furnaces, one Electron Beam furnace and two VAR Melt furnace operations.Developed tool rooms with shadow boards for each furnace platform, implemented daily layered process audits to Leads, Supervision, Operations Management and Plant Management.Used 3P process to attain associate buy-in on furnace deck placement of new furnace cleanout equipment layouts.Ply Gem & Simonton WindowsWorked with the Director of Operations and Plant Manager in their West Virginia facility.Developed a standardized written Kaizen format for the operations management team.Coached, lead and mentored two cross functional Kaizen teams through four weeks of pre-planning and one week of post review of Kaizen activities, follow-up, and hands-on training.Validated and updated existing Value Stream Maps and coached hands on time study methods to all Kaizen teams. This process allowed teams to increase throughput by 10 percent and attain their number one goal for the 2017 Richie County cost reduction.Alcoa & ArconicReported directly to the Vice President of Operations and Vice President of Engineered Products.Improved milling machine center monthly throughput to its highest level in company history, by reducing time, cross-functional training, and reducing overtime.Removed five days from an outside provider (OSP) through value stream mapping, in process inspection and direct shipping to other OSP operations.Managed overseas product management of an international engine components for Airbus - initially behind customer agreed to shipments and managed to on time in full in three months.Alcoa ATEP Houston, TX December 2014 to March 2016Provider of Titanium Sheet, Plate Oil & Gas Energy Pipe, and Aerospace Forgings.Corporate Manager/ Business ExcellenceAlcoa Titanium Engineered Products (ATEP)Business Excellence Group/Business Transformation/Travel 80% /Multiple sites. Demand to Supply (DTS) Business Transformation Process Owner for a global supply chain in Alcoa Titanium Engineered Products (ATEP). Focused on standardizing ERP system with SAP in global supply chain project from rolling mill to secondary operations and distribution centers.Standardized shop floor management activities related to manufacturing and flow of materials, including workers, materials, and machines, minimizing lost material, guess work and maximizing product processing.Developed Demand Management (Forecasting) methodology driving independent demands, creating production schedule used to drive statistical forecasting models and/or customer provided build schedule, using 'shipset' philosophy.Drove Value Steam Mapping to understand current conditions and led discussions developing future state solutions, ensuring European plants supplied quarterly manufacturing product orders to master planner, resulting in a streamlined project process with an ROI of $6M in 18 months.PCC/Wyman Gordon, Energy & Aerospace Houston, TX 2012 to 2014Provider of Oil & Gas Energy Pipe and Aerospace Forgings.Site Process Engineering and Continuous Improvement ManagerBuilt and led Process Engineering and Continuous Improvement teams for Energy and Aerospace Divisions at Houston, TX facility. Certification by Villanova University for Lean, Green and Black Belts and hands on shop floor Kaizens, integrating classroom instruction.Drove Failure Mode Effects Analysis (FMEA) tool deployment and management for Maintenance Unplanned Downtime reduction effort and cost savings with GE and Pratt and Whitney customers. Activity provided increased machine dependability and greater machine up times, allowing plant to enter into new customer contact bids, restoring customer faith of on time deliveries.Divisional internal consultant resource, assisting other plants in RCCA, 6S and Kaizen facilitation, resulting in Wyman Gordon retaining Westinghouse as a customer, supporting other facilities with Lean tool sets and 2013 cost savings of $4.3M, tripling original commitments.Managed Aerospace Kaizen events, reducing submittals in metallurgical by 84% and dimensional by 23% in four months and divisional savings for FY15 of $16 and $20 million for Energy and Aerospace facilities respectfully.Firth-Rixson LTD, Schlosser Forge Rancho Cucamonga, CA 2009 to 2011World-leading provider of Seamless Rolled Rings, Forgings and Specialty Metals to primarily Aerospace market.Process Engineering Manager Charged with Project Management of New Product Introduction process employed by Inside Sales and Manufacturing for largest ring in plant history. Managed new process development, TPM training, plant NIP system, and departmental communications, ensuring venture was delivered on-time and within budget. Reported to Divisional Vice President.Reduced process steps by 66% for Machining Chip Reclamation process, quickly adopted by corporate offices in United Kingdom and Price Waterhouse.Improved New Product on-time deliveries by 21.5% through successful implementation.Scaled-back $500K in Return Material Authorizations (RMAs), successfully leading cross-functional team of Accountants analyzing customer request processing and account credit and customer returns.Perdue Farms, Inc. Perry, GA 2007 to 2009Major chicken processing company with annual sales in excess of $4.6B.Continuous Improvement ManagerRecruited as 1st of 5 Continuous Improvement Managers companywide spearheading and establishing corporate Lean culture and Proof of Concept for cooking and packaging facility, producing 30,000 pounds per hour of poultry across 3 production lines. Led training classes in 5S, Root Cause Analysis, Kaizens, and Perdue Business Improvement Process.Implemented data analysis, establishing base line improvements between teams, and created 5S and Operation/Maintenance down time root cause analysis teams. Collaborated with Quality Assurance Department, identifying, tracking, and reducing foreign material findings.Implemented and established Key Process Indicator (KPI) Boards in 100% of production departments and 85% of support departments, establishing standardization of Perdue Business Improvement Process across all facilities.Generated $326K+ of savings in fiscal year 2009 and > $750K in 2010 through Continuous Improvement initiatives.Instrumental in driving key corporate initiatives through development SWOT analysis for production and support departments.Introduced start-up checklists and shadow boards as visual management tools to poultry industry, resulting in faster start up times after disassembly and sanitizing nightly.Hitchiner Manufacturing Co., Inc. Milford, NH 2000 to 2006Worlds leading high-volume producer of ferrous investment castings.Continuous Improvement Specialist, US OperationsSix Sigma Black Belt, Ferrous DivisionCorporate Manager, Manufacturing Systems EngineeringRapidly promoted to high-visibility position overseeing development and deployment of corporate initiatives to drive process change and continuous improvement. Led and coached Total Preventive Maintenance (TPM) teams in 2 divisions and 3 separate plants through tenure. Managed Kaizen operational and transactional mandates which included mandate reviews, team member agreement, and leader and sponsor identification. Integral in Layered Process Audits and defining Six Sigma Close Out project documentation and hand-off material for Quality Department audits.Project managed YAG Laser gate removal system relocation of 12 abrasive saw operators and 15 de-burring operators to internal jobs: an unprecedented industry second and company first.Implemented 6S training programs which included 6S scoring processes and weekly updates to Division General Manager to drive greater accountability and productivity.Reduced $33M in backorders by working with cross-functional departments to improve scheduling, reducing cycle time, and leveraging DMAIC principles, TPM, OEE to improve process efficiency and drive cultural change.Established and delivered Overall Equipment Effectiveness (OEE) data and daily electronic tracking to better measurement of departmental uptime, processes, and trend analysis.PepsiCo Beaverton, Oregon 1991-1996Food and Beverage manufacturerOPERATIONS MANAGEROversaw warehouse, shipping and receiving operations at a DC for PepsiCo Food Systems, including 10 Refrigerated transport loading docks and 16 Dry transportation docks. This was the nation's largest food-service distributor to restaurant chains, with 28,000 restaurant customers and annual revenues of about $5.4 billion.Maintained operational performance during ice storms that crippled the transportation industry for 3 days in the Portland Metropolitan area and still met deliveries for 6 adjoining states.Sustained transport loading and operational integrity during an electrical power outage that lasted more than 34 hours.Managed an 85,000 square foot distribution warehouse, 36 employees and an annual inventory of $4M comprised of over a 1000 Stock Keeping Units (SKU's) and serviced a customer base of 1,000 stores in 6 states.Awarded Top Operations Manager for Warehousing in a national (32 location) PFS GAP analysisWAREHOUSE SUPERVISOROwnership for all Route Delivery truck loading, unloading, daily inventory, warehouse physical and monthly inventory as well as fleet semi-trailer loading between Northern CA PepsiCo bottling, can and Satellite Warehouses. Loading of overseas containers, bill of materials and outside transportation to the Oakland Shipyards.PRODUCTION SUPERVISORManaged the product tooling design, development, manufacturing, delivery and start-up of a prototype wide-mouth bottling filler neck and base support design for All Sport beverages in 12, 16 and 32 oz plastic bottles.Initiated the use of 2-way radios between production line workers and fork-lift operators for increased productivity.Project lead for start-up recyclable packaging in the bulk, 16oz production line.Wrote CAPEX and researched new production line equipment for line expansion and facility line layouts.Supervised all bottle and fountain production lines.Completed PepsiCo Management Training.EducationMaster of Science, Manufacturing & Operations Management (ABT) California State University Chico, CABachelor of Science, Industrial Management California State University Chico, CAProfessional Development & CertificationsLean and Six Sigma Black Belt (2019) CVG Caterpillar Based- Dublin, VADMEDI Green Belt CVG Caterpillar Based- Dublin, VASix Sigma Black Belt (2002) Six Sigma Academy Scottsdale, AZKaizen Certification Lean Lean Value Systems International Windsor, CTAS9100 Rev D Aerospace Lead Auditor Certification Derka Austin, TXNon-Ferrous Metallurgy Workshop for the Non-Metallurgist Forging Industry Association Paramount, CANLP Leadership Skills Development Series Scott White Training Ltd.Certified Investment Casting Technologist Pittsburg State University Pittsburg, KSCertified Manufacturing Technologist (CMfgT) California State University Chico, CA |
