CI Continuous Improvement Leader / Black Belt (252546) Bachelors, Masters in process / Manufacturing, Injection Molding, Fabrication, Heat Trat, Assembly, Forming, Coating Operations / Will relocate

Driven and collaborative Continuous Improvement Professional with 10+ years working experience across a range of CI, Operations, Quality, Customer Service functions and varied industry segments. He is currently enrolled in a Masters program at WGU and is a Six Sigma Black Belt. He has a strong track record that demonstrates his ability to combine vision, ingenuity and strong business acumen with well-developed project management and leadership qualities to support Overall Continuous Improvement, Operations and Quality Excellence Strategies. He has held hundreds of Kaizens and Kanbans and knows how to translate these actions into improvements that pay dividends to the bottom line! He is currently employed as a Continuous Improvement Leader for multiple divisions and locations. He is interested in exploring new challenges where he can apply his BIG TOOL BOX of Continuous Improvement skills and experience. He is willing to relocate for the right opportunity. His notable experience includes:

• Operations Leadership (Safety, Productivity, On Time Delivery, Quality management, Inventory management, Process Improvement, Team Leadership, Team Motivation, Team Building, Team Coaching, Training & development, Change management)
• Data Analysis (Customer demands, Capacity analysis)
• Quality Systems Management (Quality improvement, Assurance and Control,)
• Lean Six Sigma Tools, Operating Systems & Materials development, training, deployment & Execution. (5S, VSM, Visual Controls, SMED, TPM, Kanban, Heijunka, Pull, Six Sigma, DMAIC, PDCA, Kaizen, Continuous Improvement, Root Cause Analysis / Problem Solving, LSW, Gemba, Hoshin planning, A3, FMEA, TPS, JIT)
• Kaizen Facilitation, Coaching & Training.
• Value Stream Management – Operational & Transactional. (Value stream Mapping, Visual Managements implementation,)
• Lean Transformations (Sites Transformation, Cell Designs, Materials Flow,)
• Communication & Project Management (A3, Hoshin Planning, DMAIC,)
• Change agent that influenced others within the 3 divisions to make sustainable improvements, leading to projects executions through completion with hands-on attitude to drive and grow the continuous improvement culture on the shop floor using DMAIC, PDCA and control plans.
Developed a cross functional Operations management team across the 3 divisions on how to leverage lean tools (LSW, Standard Work, Pitch, Tier boards, 5S, Gemba walks, Root Cause Analysis, kaizen) to manage daily manufacturing operations
o Maintaining of 95%+ QoQ on (SQDIP) attaining daily production goals
Lead 100+ Kaizens (Operational & Transactional).
Lead the coaching and development of lean engineers leveraging best practices towards assigned projects and 2 sponsored certification programs as certified Green Belt professions through the University of Michigan’s green Belt program
• Developed and Updated Training Material & Playbooks for lean tools: (FMEA, 5S, Value stream mapping, LSW, Process Mapping etc.)
25+ Full Transformation executed and 60+ Targeted Improvements among varied customers within Manufacturing, Transportation, and warehouse and distribution, Targeting Value Stream Transformations, Cultural Change, Leadership & Workforce Development
o 100+ workshop Participants towards leadership and workforce development, leading to coaching, mentoring, and development of direct and indirect reports, Team Leads, Engineers, Production, Quality, CS & Facilities Managers (Certification on Lean Six sigma Green & Black Belts), by training Lean tools and Methodologies, sharing guidance & technical expertise & ensuring learning resources are widely available and utilized.
o 500+ problems solved, through Training and coaching of Problem-solving, Data Analysis and Assessment tools for processes using (Gap analysis, Fish bone, 8D or PDCA) to Identify Process improvement opportunities & as well as trouble shoot the root causes, to improve KPI (Safety, Quality, Delivery, Productivity and Customer satisfaction and find cost savings.
• Redesigned NKC’s Airframe, Oil & Gas, Compressor Blades & Airfoils, Coatings, Carbon Seals and conducted 3P which led to reduction of parts travel by over 60%, OTD 97% Improvement of Product lead Time.

• Pressing Operations
• Establishing Production Sequences
• Manufacturing Operations
• Cell Manufacturing Operations
• Batch Manufacturing Operations
• Blending Operations
• Assembly Operations
• Fabrication Operations
• Coating Operations
• Forming Operations
• Injection Molding Operations
• Shot Blasting Operations
• Fabrications Operations
• Heat Treat Operations
• Painting Operations
• Non Destructive Testing
• Fluorescent Penetrant Inspection
• Shipping / Receiving Operations
• Aerospace / Component Manufacturing
• Pharmaceuticals Manufacturing
• Fabricated Metal, and Machinery Manufacturing
• Building Materials Manufacturing
• Production Planning
• Identifying Capacity Requirements
• Preparing Production Schedules
• Controlling Labor Costs
• Scheduling Materials / Labor
• ERP Systems
• MRP Systems
• FIFO Systems
• JIT Systems
• Improving Manufacturing Processes
• Developing Cost Effective Processes
• ISO Documentation
• FAR
• OSHA Regulations
• ISO 9001
• AS9100
• Root Cause
• Union Shop
• Non Union Shop
• Creating SOPs
• Continuous Improvement Projects
• Process Optimization
• Process Troubleshooting
• Data Collection / Analysis
• Creating/Implementing Operations Metrics
• Using Visual Systems
• Running Operations on Metrics

EDUCATION
• Currently enrolled for MS in Management and Leadership WGU, Missouri
• BS in Business Management 03/2020 WGU, Missouri
• Certificate – Black Belt Lean Six Sigma 01/2017 Gemba Academy