STEVE MEYER

661-***-****

acqgvd@r.postjobfree.com

***** ****** *****, ********, ** 91355

TECHNICAL

SKILLS

Continuous Improvement Team Leader

Maximizing Production Performance

Establishing Labor Standards and Manpower Requirements

Manufacturing Tooling Design

Production Line Layouts

Specifying Facility Requirements

Implementing Preventative Maintenance systems

Increasing Equipment Uptime

Troubleshooting and Repair of Automated Systems

CERTIFICATIONS

Six Sigma Black Belt

Lean Manufacturing

Demand Flow Technology (DFT)

Kepner Tregoe Project Management

Management and Supervision Training

Statistical Process Control (SPC)

Advanced SPC

Failure Mode Effects Analysis (FMEA)

Kepner Tregoe Problem Solving & Decision Making

ACHIEVEMENTS

Reduced scrap during last 7 quarters, saving TPI $870,000 by utilizing black belt tools.

Improved labor efficiency in FY14 by 4% and by 23% so far in FY15, saving TPI $950,000 in labor costs over the last 7 quarters by mentoring and implementing lean techniques.

Increased ROS every year starting from 3.1% in FY09 to 27.9% in FY13 at Parker.

Improved OTD every year from 87.0% in FY09 to 97.8% in FY13 and was over 95% OTD for the last 3 years at Parker.

Black Belt Project saved Parker $190,000 in FY09 in scrap, rework and warranty claims.

Parker warranty costs were reduced 87% and scrap reduced 62% from FY09, which saved Parker $5,000,000 from FY10 through FY13, due to process improvements from kaizen and Black Belt activities.

Increased standard pieces per labor hour by 12% through cross-training, FIFO lanes and operator flexing generating $250,000 per year in direct labor savings.

Eliminated over $400,000 in late shipments by improving labor management and job scheduling within first 2 months at Parker.

Saved Capstone $750,000 in 2008 in labor costs through improved labor methodology and reductions in scrap and rework.

Reduced scrap by 76%, saving Capstone $380,000 in materials in 2008.

Improved RTY of factory from 45% to 91% and increased output of Core Assembly Area by 91%, through the use of lean manufacturing principles and improved awareness of the quality and scrap issues.

Increased FPY on automated air cell fabrication and welding system at Capstone from 74% to 93% by utilizing SPC, Kaizen and improved preventive maintenance.

Solved fin folding equipment problems, improving uptime by over 450%, saving Capstone $75,000 per year in replacement blades and increased capacity by 150%.

Reduced core leak rates by over 50%. This improved engine efficiency enough to allow Capstone to market the 60kw unit as a 65kw unit.

Reduced inventory $2.3 million and increased inventory turns from 6 to 17.5, through the use of a kan ban system to control inventory levels at UVDI.

Increased overall efficiency of Production Dept. at UVDI from 85% to 100% through use of Lean Manufacturing and Kaizen team approach. Saving UVDI over $150,000 per year in labor costs.

Reduced production scrap at UVDI by 60% saving an average of $150,000 per year.

Led cross-functional team that initiated and oversaw Kaizen Team activity.

Changed production process on Honeywell lamp line to increase output by 50% and reduced the number of operators by 20%.

Modified three of UVDI’s manual production lines reducing WIP by 70%, increasing Floor Space by 60%, and improving Cycle Time by an average of 46%

Improved automated welding machine output by 25% and increased yield by 94% through setup, programming changes and DOE, which saved UVDI $265,000 over the life of the project.

Reengineered automated lamp assembly machine, increasing output by 220% and yield by 20%, while also reducing the number of operators by 40%. This saved UVDI $240,000 per year.

Created a corrective action plan that saved UVDI $250,000 per year on a costly design change that our customer wanted to solve a cross wiring problem.

Engineered design change that saved UVDI over $70,000 in equipment and tooling on the SSB project.

ACHIEVEMENTS

(cont’d)

Enacted an aggressive preventative maintenance program and installed backup systems for our automated welding equipment that reduced equipment downtime by 75% at UVDI.

Implemented ESD program at MDE and in three months component failure rates in final test dropped 80%.

Modified sheet metal designs, authorized tooling acquisitions and brought processes in-house for new product line that saved MDE over $60,000 per year.

Developed assembly aids and introduced tooling that saved MDE $75,000 per year.

Introduced Continuous Flow Manufacturing (CFM) into production. As a result assembly times were reduced by an average of 35%, which saved MDE $50,000 per year.

PROFESSIONAL EXPERIENCE

2013 to Present

TRANSPARENT PRODUCTS INC., Valencia, CA

Production Manager

Duties included: Managing all of the manufacturing engineering, planning, maintenance and production staff. Responsibility for; leading quality and production improvement activities, implementing safety and maintnenace systems, setting and achieving on-time delivery, quality, scrap and sales per employee targets. Reports directly to the owner. Assist the owner in defining and planning for activites for process improvement and capitol expenditure projects.

2008 to 2013

PARKER HANNIFIN CORP., Oxnard, CA

Production Manager

Duties included: Managing all of the value streams manufacturing engineering, planning and production staff at the Oxnard facility. Responsibility for providing a safe working environment and achieving inventory, on-time delivery, quality, warranty, scrap and ROS targets. Reports directly to the Division General Manager. Creates annual operating/capital expense budgets and controls spending per the approved budget. Provide leadership and direction for process improvement and capitol expenditure projects.

2004 to 2008

CAPSTONE TURBINE CORP., Chatsworth, CA

Plant Manager

Duties included: Supervision of all operations staff at the core manufacturing facility. Responsibility for the daily and strategic operations of the facility. Provide leadership and direction for continuous improvement in the plant processes and systems. Assure that key performance measures are developed, implemented, and used to facilitate sustained levels of improvement. Draft annual plant operating/capital expense budgets, and control spending per approved budget.

1995 to 2004

ULTRAVIOLET DEVICES INC., Valencia, CA

Business Unit Team Leader

Duties included: Supervision of all production, maintenance and warehouse personnel. Lead cross-functional team to initiate and oversee all Kaizen activities. Initiated “lean” events. Developed and maintained all key performance measurements to ensure that continuous efforts are sustained. Responsible for all capitol expenditure projects within the plant. Responsibility for preparing and controlling spending on approved capitol and operations budgets.

1992 to 1995:

MEDICAL DATA ELECTRONICS, Arleta, CA

Manufacturing Engineer

Duties included: Equipment acquisition; Design for manufacturability by interfacing with the Design Group; cost reduction through design modifications, alternate component selection and fixturing; tool design; vendor interfacing; writing manufacturing procedures; and developing relationships with new vendors.

EDUCATION

California State University, Northridge California.

B. S. degree in Manufacturing Systems Engineering

COMPUTER

SKILLS

Proficient with all Microsoft Office products

EXCEL, Drafted macros for and designed advanced spreadsheets to monitor key performance indicators and pareto charts.

MICROSOFT ACCESS, Set up many databases using complex queries to output charts and reports.

AUTO-CAD, designed tooling to aid production.

Contact this candidate