JOSEPH B (JOE) JOHNSON

*** ****** **** *** *-*

Sumter, SC 29150

Email: acruuo@r.postjobfree.com

Mobile: 803-***-****

PROCESS VALUE ADDING EXPERIENCE

World Competition Consultants

****-*******

Global Business Consulting firm delivers increased business process value and sustainable cost savings.

SENIOR LEAN CONSULTANT

CLIENTS:

CLARCOR Air Filtration Products NYSE $1.9 Billion diversified air filtration and packaging company, 11 U.S. and international locations with over 10,000 SKU’s

Collaborated with the senior executives and department managers to employ an Enterprise-wide Business Process Plan to manage all the company’s value chain.

Successfully partnered with the following functional leaders that realized the (AOP) Annual Operating Plan:

Materials Manager, Buyer, Production Scheduler and Warehouse Manager

●Eliminated the need to keep $12,000,000 of finished goods on hand by implementing a Just-In-Time/Kanban System.

Maintenance Manager and Mechanics

●Enhanced overall equipment effectiveness (OEE) by slashing machine downtime from 8% to less than 1% by implementing a Total Preventive Maintenance System.

Plant Manager, Manufacturing Engineer, Quality Engineer, Shift Production Supervisors, Group and Line Leaders

●Reduced cycle times 25% by drafting high level and detail Micro Soft Visio Value Stream Maps to conduct workflow analysis of the current high speed/high volume air filter rotary pleating machine operations. Led Kaizen Events and implemented Standard Work Activities that eliminated non-value adding activities with Key Performance Drivers.

Endorsement: Floyd McArthur Change Management Project Manager

I have worked with Joe for over two years and he has shown the ability to

eliminate wasteful operations, implement standard work activities with metrics

plus educate the internal staff in conflict management plus Lean/Six Sigma tools.

Radian Group (Philadelphia, PA) a $272 million provider of mortgages and private mortgage insurance wanted to streamline operations.

●Presented to the Director of Operation Improvements SIPOC diagram that illustrated non value office process transaction activities when eliminated would decrease process time 30% saving $100,000 in labor costs.

J-Excell

2008-2011

E-Business marketing exotic and upscale necklaces, rings, watches, earrings, bracelets, flowers, free trails, DVD’s, teeth whitening and travel through social media and search engine optimization. Actively managed all business functions including marketing and advertising, business development, sales and financial planning.

OWNER

LOWES

2005-2008

$48.2B home improvement company

LEAN PROJECT MANAGER

Hired to eliminate customer complaints due to 3rd party manufacturing supplier quality and delivery issues. (2800 employees in four manufacturing facilities generating high-end build to order Kitchen and Bath Cabinet sales $240,000,000)

●Put into use the eight step process of Leading Change by John P. Kotter that convinced the four plant managers, salaried and hourly teams to buy-in and implement the new Lean Management System.

● Guided the four plant operations from an 8% customer reject quality ratio to less than 1% using Database Analysis, Cause & Effect Diagrams, Scatter Diagrams, Control Charts and Root /Cause Analysis for PDCA satisfying the Perfect Order 100% metric.

● Slashed late shipments to customers from 11% to 0% obtaining 100% on-time delivery by scheduling to the constraint of the staining oven.

● Recaptured $80,000 in replacement and $200,000 in rework cost for 4 plants and customer confidence was restored by implementing lean manufacturing.

Endorsement: Mark Parsons VP Operations

Joe has a knack for gaining buy-in from managers and employees. Furthermore he demonstrated his ability to develop and implement a lean strategy into the operating plan that met business goals.

MAR MAC CONSTRUCTION PRODUCTS CO., INC

1998-2005

$320MM manufacturer of concrete joint products for round, arched, elliptical and culvert pipes

SENIOR LEAN MANAGER

Recruited to transform and improve this privately owned global matrix manufacturing company with four manufacturing facilities (2 US, 1 Xian China, 1 Juarez Mexico) plus 10 global sales offices with 1400 employees.

Guided 2-day on-site and video streaming training sessions regarding lean methods for 10 sales offices and 4 U.S., Xian China and Juarez Mexico manufacturing facilities (total 1,400 employees).

Followed training with 3-day Kaizen exercises, allowing students to implement, within their respective departments, cost reduction efforts that cut operating costs 20%.

Value Stream mapped current and future state administrative, manufacturing and distribution operations with costs.

Coached and led the 25 member Accounting, Contracts, Customer Service, Human Resources, Information Technology, Marketing, Order Entry, Purchasing, Sales and Engineering, Inventory Control, Maintenance, Manufacturing, Production Planning/Scheduling, Quality, Receiving, Shipping,

Warehouse Process Improvement teams at the flagship plant in McBee, SC conducting 57 continuous improvement Kaizen events over a 3-7 day period

Implemented order accuracy, production pick rate and order cycle times metrics for the distribution centers that increased the Customer Fill Rate from 96% to 100%.

Eliminated aisle bottlenecks for pickers and forklift operators by scheduling orders that eliminated time wasted waiting until the picker or forklift operator cleared the aisle due to space constraints.

Rolled out and validated the Mar Mac Manufacturing Production System with lean performance scores and driver metrics (People-Output per labor hour, Direct labor per unit, Indirect labor per unit, Overhead cost per unit, Process-Setup time, On time delivery, Reject rate, Rework cost, First pass quality, Cycle time, Machine down time, Material scrap) using running LED displays and posted graph charts assuring attainment of business goals for 10 sales offices and 4 U.S., Xian China and Juarez Mexico manufacturing facilities. This endeavor provided permanent cost savings of $15,000,000 annually.

Championed transactional improvements by technology transfer to e-commerce by licensing the Sterling Commerce Internet interactive ordering system integrating it with the Great Plains/SAP solution running on an IBM AS/400, increasing family line earnings by 30% (Round 6%, Arched 8%, Elliptical 11% and Culvert 5%) allowing customers to place, change and monitor

Endorsement: William (Bill) Heeb CLSSMBB Supply Chain Manager

Joe knows lean like no one else I know because we were on the Value Stream Mapping and Kaizen teams together. If you want to do lean then you need Joe on your team. He gets results, He is one of the most articulate and persistent professionals I have had the opportunity to work with. Joe will find the problem fix and enhance the organization that he works for. You can depend on Joe to perform regardless of the situation.

PRIOR EXPERIENCE

BaaN Automotive

1998-1998

$90MM division of Baan Inc Swedish manufacturer of engines for GMC, Freightliner, MAC Trucks, GM, Ford and Chrysler

PROGRAM MANAGER

GLOVIA

1997-1998

$250MM manufacturing software vender plus provides operational improvement consulting.

CLIENT MANAGER

EDUCATION & AFFILIATIONS

● Holds MSc in Management Walden University

GPA: 3.6/4.0

● Earned BSTM in Operations Management DeVry University

●Academic Achievement: Dean’s List

●Accepted into the Alpha Sigma Lambda, national honor society

●Lean Enterprise Institute

●Linkedin Business Process Management Group

●Linkedin Continuous Plant Improvement Group

●Linkedin Lean Transformation

●Linkedin Operations Excellence

CERTIFICATIONS

Lean Six Sigma Lean Management Lean Six Sigma Master Black Belt

Flexible to travel as needed by business demands and relocatable across the U.S.

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