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Street Address . PHONE NUMBER AVAILABLE . EMAIL AVAILABLEHighly motivated, catalyst for transformation, production/assemblyenhancements, and continuous improvements using lean techniques. Provenability to drive change and fundamentally find and fix performance issues,creating and maintaining a positive work environment. Proficient inimplementing: . Quality Control . Lean Manufacturing Leader . Leadership/Management . Team Building . Production & ERP Systems . Process Design . Lean Procurement/Order Fulfillment . Cost ReductionPROFESSIONAL EXPERIENCEMcJak candy company, Medina, OH 1/17 - 4/24International manufacturer of tasty treatsOperations ManagerManage operations, continuous improvement initiatives and production andpackaging personnel. Lead/On-Board temporary workforce and ensure that SQFrules are being followed while maintaining a strong safety culture. Trackdaily production and packaging KPI's to prioritize on time delivery anddevelop daily/weekly schedules. Work with Project Manager to make sure thatcapital projects delivered on time and performed RIO analysis. Teach properERP procedures and maintenance to ensure a Clean ERP system.0. Exceeded productivity/labor goals from 20.3% to less than 17.8% while dropping material cost from 41% to 35.5%, Lowered lollipop Waste from >6% to <2%.1. Championed new ERP system (Fishbowl) and Architect for setup going from a spreadsheet operation to ERP system.2. Developed Lean culture: 7S, Line Balancing, Visual Factory, Lean Walks, implemented Nissan Ideologies.Republic Rubber. Sebring OH 2/15 - 12/16Rubber Hose ManufacturerInterim Operations Manager/Plant Manager (Contract Employment)Direct departments to make sure that all operational targets and metricswere met: people, quality, delivery and financial. Confirmed that dailyproduction requirements were met while maintaining a high standard ofquality. Ensured that all resources were effectively utilized to maximizeall value-added activities. Identified issues involving inefficiencies,non-value added activities and quality concerns, while identifying rootcauses and recommended and/or implemented corrective action.3. Exceeded productivity goals and increased operational efficiencies by 10% my first three months and 16.7% the next quarter. Used lean strategies: POU, Kanban, 7S and communication boards.4. Reconciled materials with ERP system for accurate inventory numbers.G & S METALS. Cleveland OH9/09 - 2/15Bakeware ManufacturerSupply Chain Manager/Lean EngineerResponsible for short and long term planning/scheduling the demands ofProduction and Packaging. Led process optimizations, productionscheduling, raw material usage and operating procedures. Maximizedcompany's financial effectiveness using lean techniques: JIT, concurrentengineering and Line Balancing/TOC. Championed product structureimprovements, fixed BOMs, capacity planning and production routings.Helped develop and achieve annual lean objectives, hands on leantransformation. Coached and mentored key talent to assume increasedresponsibilities.5. Introduced lean mindset across the entire value stream and reinforced basic lean principles. Going from 12 inventory turns/year to 18 inventory turns/year.6. Highlighted KPI versus goals, shared best practices and celebrated individual/team success. Analyzed inventory turns, stock-outs, lead times, and stock cover. Increased throughput from 225 pcs./hr. to 264 pcs./hr.7. Utilized bottleneck analysis, value stream mapping, continuous flow, to rid waste. Increased on-time-delivery from 92.0% to 99.4%. Decreased WIP 28% in production lines.8. Successfully implemented ERP software from homemade to Syteline, with very little interruptions.9. Organized Safety, Health and Environment for Supply Chain and maintained metrics.10. Introduced Hoshin strategies to foster a more supportive work environment between departments focused on the company's plans, strategies, objectives and tactics.Stanek Windows, Cuyahoga Hts., OH 8/05 - 9/09Custom Window ManufacturerQuality Systems Coordinator/Engineer/Production ControlAssistant Plant Manager aided Plant Manager with production/assemblysolutions. Implemented process improvement events including the tools andtechniques for sustainability and commitment to 6S programs. Responsiblefor improvement initiatives in Capacity Planning, ran Line Balancing/TOCstudies, Process Reengineering, new product launches and the quality ofproduct. Developed a Quality Awareness Board as a visual management toolto depict non-conformities and problem alerts. Created a data base anddesigned Process/Procedures for NAMI certifications. Integrated newproduction software, with existing ERP system, wrote cut logic, productstructures and order entry screens.11. Created a visual factory eliminating waste, while using poka-yoke skills to simplify manufacturing. Reduced rework assemblies/piece down 87% and rework/hour down 92%.12. Authored blueprint for Skills List Training program of training/cross training of all production personnel in order to develop talent and maintain balanced production. Decreased overtime from 1,555 hr./yr. to 623 hr./yr.Personnel staffing service, Cleveland, OH 2/04 - 8/05Temporary Employment PlacementIndustrial/Manufacturing Engineer ConsultantDeveloped and led Engineering Team to set up routings, production/assemblyscheduling modules and ran time studies to support routings. Created ShopTravelers to show work flow and replace obsolete ISO paperwork. Designedgauges and dies to support cells, and help improve overall quality.13. Championed CPI teams resulting in 8.75% reductions in cost/part, a 12.2% in labor/part, reduced scrap/week by 7.2%.Purchasing/Inventory ManagerRan shipping and receiving, corrected BOMs for proper allocations for ERPreports and inventory.14. Spearheaded Order Fulfillment Team to improve supply base performance through strategic procurement initiatives. A $86,500 cost reduction in 6 months, with the same number of sales dollars.Patio EnclosureS, Inc. Macedonia, OH 12/01 - 2/04Custom Solarium/Patio ManufacturerProduction Control ManagerManaged and coordinated activities of production control personnel engagedin expediting flow of material, parts, and assemblies within and betweendepartments of industrial plant. Evaluated written data such as JobOrders, Machine and Production Rates, Operation Sheets, parts/materialinventories, and product specifications to establish efficient allocationand scheduling of parts, materials, machines, and sequences of operationsand workflow. Communicated with production personnel to resolve problemsaffecting production schedules. Determined work procedures, prepared workschedules, and expedited workflow. Worked with Engineering on CI ideas.15. Appointed point person on the Fenevision project, the software used to run manufacturing. Took a 1.5 year troubled project and got it up and running smoothly in 6 months. Developed cut logics, and integration with ERP system.16. Studied and standardized procedures to improve efficiency of department. Within 9 months from taking over the department lowered problem reports from 119 with a cost $16,256 to 9 costing $307.17. Took part in Kaizen events training, facilitating, implementing, and sustaining the efforts of the Kaizen Team. Increased glass optimizations from 83% to 94% (industry standard 87%), decreased glass remakes from 12% to 6%, and improved material optimizations from 92% to 97% in 2.5 years. EDUCATION Cleveland State University - Cleveland, OH B.S., Manufacturing/Industrial Engineering Degree - ( Magna Cum Laude) B.A., Business Management Degree - (Cum Laude) Green Belt Six Sigma Training - |
