Continuous Improvement Manager (220854) Black Belt, CPIM, CMQ/OE / CNC Machining, Stamping, Extrusion, Heat Treat, Mixing/Compounding, Injection Molding, and Assembly / Virginia
Virginia based Manufacturing Prodigy with 25 years of experience in taking broken, underperforming operations and taking them from last to first place in the rankings. He is a Six Sigma Black Belt who uses GEMBA and Management By Walking Around to turn lemons into lemonade!
He puts strong focus on maximizing available resources in order to safely produce quality products on time while beating cost goals. He has spent the bulk of his career leading Machining, Stamping, Extrusion, Mixing/Compounding, Molding, Heat Treat and Assembly operations to new performance heights and records. He just completed a contract role and is looking for a new opportunity to improve operations, reduce costs and blow up profits! His notable experience includes:
• Business development, management skills, technical guidance, experience leading and directing all aspects of high and low volume processes, manual, CNC, and robotic systems in 24/7 continuous operations, create effective planning with ranking Executives while sharing these visions with engineering, direct & indirect reports, creating new business opportunities by leveraging existing resources, streamlining and documenting processes, using proven analytical forecasting by use of Lean Six Sigma Black Belt tools such as Statistical Process Controls.
• Strong customer engagement skills with an “All hands on Deck” approach to the resolution of issues.
• Improved the company’s “Go Green” implementation by going paperless and reduced storage space needs by over 80,000sq/ft., which now can be Value Added space for manufacturing opportunities.
• Flowed best practices into a VSM so no wasteful activities occurred. (LEAN, QMS, etc.)
• Improved communication & eliminated wastes, sped up delivery cycles (was 45 days, now 6 days).
• Investigated customer complaint investigations and feedback. Virtually eliminated all customer complaints.
• Reduced customer downtime from months to same-day service.
• Reduced PCB cost to the customer by 40% and company costs by 63%.
• Multiple roles (QA/QC, MFG, Production Control, HR, etc.) were held at one time, and many were intermixed at one time.
• Implemented and trained members to the ISO-9001 & 14001 methodologies.
• Created Value Stream Maps (VSM) so that we could “see” and prioritize the issues.
• Developed 1st Pass Yield (Defects) tracking, Training, and Calibration systems for the Division.
o Created SOP’s for all activities. All activities noted above improved:
Turnaround time from 7 days to 1.
Reduced inventory turns from 45 days to <2.
Improved cash flow? Improved Customer Satisfaction from 12th place (last) to number 1.
• Held Change Management training for the staff to see the “bigger picture”, rather than “We’ve done it this way for 20 years”.
• By assessing VSM bottlenecks, restructuring was completed for manpower and equipment. • Responsible for P&L including all non-allocated related costs.
• Implemented training systems and methodologies in order to measure manpower skill sets. Gaps needed were prioritized and closed. Policies & procedures/rules & regulations had to be established and all members had to steadfastly accountable.
• Eliminated 12 warehouses by controlling JIT manufacturing. Cost savings >$1.2 million per month.
• Chemical Plant Operations
• CNC Machining Operations
• Stamping Operations
• Extrusion Operations
• Mixing Operations
• Compounding Operations
• Molding Operations
• Metal Manufacturing
• Assembly Operations
• Heat Treat Operations
• Engineering Team Management
• Team Leadership (450)
• Handling Grievances
• Creating SOPs / Ensuring Compliance
• Process Safety Management
• Leading Problem Solving Teams
• Using Statistical Process Control
• Analyzing Plant Data
• Monitoring Data Collection
• Troubleshooting Unit Processes
• Optimizing Operating Units / Processes
• Increasing Yield
• Training Operators on SOPs, Policies
• Increasing Production Capacity
• Effectively Managing Production Resources
• Reducing Operation Costs
• Enforcing EHS Standards
• Planning Plant Outages
• Using Six Sigma Projects / Tools
• Troubleshooting Equipment
• Implementing System Upgrades
• Creating Project Specifications
• Capital Project Execution
• Compliance with Labor Agreements
• Managing Multiple Projects
• Implementing Lean Manufacturing
• Repair Operations
• Preventative Maintenance
• VSM bottlenecks
• TAKT Time
• Design of Experiments DOE
• Leading Manufacturing Teams
• Optimizing Labor Utilization
• Reducing Inventory
• Meeting Production Goals
• Using ERP Systems
• Implementing Lean / Six Sigma Methods
• Taking Cost Out
• Improving Manufacturing Methods
• AutoCAD
• CAPA
• GEMBA
• MBWA
Education / Training
• New York State BOCES – AS degree Automotive Technology
• Lively Technical College – AS degree Machining, Metrology, Metallurgy
• Thomas Nelson Community College – ISO registrar, Business
• Lean Six Sigma Black Belt (LSSBB)
• Lean Certified
• Certified Toyota Production Sys.
• Certified in Production and Inventory Management (CPIM)
• Change Management Certified Professional
• Deming’s 14 point Strategy
• Canon Production Systems (CPS)
• Toyota Production Systems (TPS)
• Certified Manager of Quality/Organizational Excellence (CMQ/OE)
• QMS
• Aerospace Machining
• Certification for Metrologists (CMS)
• Moldmaking Level III
• Shokuvisor