Paul Wiese

actg92@r.postjobfree.com 610-***-****

QUALITY / CONTINUOUS IMPROVEMENT LEADER

Accomplished leader of Quality and Continuous Improvement with solid experience base in Quality, Operations and Engineering. Adept at driving value-adding initiatives. Effective at focusing groups of people toward a common goal and delivering innovative solutions.

CORE COMPETENCIES

Lean Six Sigma MBB Waste Reduction

Strategy Development Quality Improvement

Cultural Transformation Variation Reduction

Problem Solving Project Management

Coaching/Developing Talent Customer Satisfaction PROFESSIONAL EXPERIENCE

VOLVO – Allentown, Pennsylvania 2015

Volvo is a Global Fortune 500 firm employing 100,000 employees worldwide. Director, Continuous Improvement – Mack Trucks Division Member of Staff Leadership Team supporting global Mack business. Driving lean transformation, and supporting Volvo Production System methodology. Directing team of CI Managers and Engineers. AIR PRODUCTS – Allentown, Pennsylvania 2012-2014

Air Products is a Fortune 500 firm employing 20,000 employees worldwide. Global Business Improvement Manager – Industrial Gases, Electronics & Performance Materials Member of Global Operations CI Leadership Team supporting all business areas worldwide.

Achieved efficiency gains in LSS work processes, increasing financial benefit contributions from $300K to $1M per project manager per year.

Drove accelerated deployment of the Process Excellence maturity model, resulting in $8M of net productivity gains.

Developed strategy elements for improving performance of Global Operations. Established Stable Operations KPIs, standardized work processes, and a robust project pipeline. ZEISS – Detroit, Michigan 2011-2012

Zeiss is a German-owned, Global Fortune 500 firm employing 13,000 employees worldwide. Business Excellence Manager – Carl Zeiss Vision

Deployment champion for Six Sigma and Lean transformation in North America. Directed team of project managers.

Set organizational strategy for Lean journey. Screened candidates for Lean Experts at all key sites. Conducted Process Excellence training across the US manufacturing and distribution network.

Achieved annual savings of >$2M through execution of lean projects and workshops led by my team. HENKEL CORPORATION – Detroit, Michigan 2000-2011

Henkel is a German-owned, Global Fortune 500 firm employing 48,000 employees worldwide. Quality Director – Henkel North America Technologies Supported 35 locations in North America and 2,000 global coordinators with problem solving for product, logistic and commercial customer issues. Directed team of Quality Managers and Engineers.

Improved response time to Quality issues in North America by 60% through targeted improvement projects.

Led global investigation teams to resolve high-magnitude customer issues. Avoided costly product recalls utilizing systematic problem solving techniques and data analysis.

Implemented management review process for key customer accounts to coordinate strategic customer projects.

Process Improvement Director– Henkel Adhesive Technologies Directed team of Master Black Belts / Black Belts / Lean Champions, supporting 28 manufacturing and distribution sites in North America.

Grew annual EBIT contributions from $1.2M to $3.7M through execution of improvement projects.

Led scrap reduction effort in North America manufacturing organization. Achieved $3M annual savings from waste reduction.

Eliminated $500k in annual freight costs by reducing variation in the Logistics process.

Launched sales and operations planning (S&OP) process in North America automotive business. Internal benchmarking performed at Dial Corporation. Operations Development Manager – Henkel Automotive & Metals Championed Six Sigma deployment for North America operations. Scoped and led strategic projects.

Achieved $1M annual cost reduction in Liquid Pretreatment business. Trained Six Sigma green belts and led application of DMAIC methodology.

Achieved $800k annual cost reduction in Adhesives & Sealants business. Implemented revolutionary new viscosity measurement technology to the process. Solution was replicated to key customers including Toyota and Honda.

Plant Manager

Site responsibility for SHEQ and P&L objectives. Overall responsibility for the Quality Management System. Budget responsibility of >$2M.

Implemented Lean programs including Cellular Manufacturing, Kaizen, and 5S. Achieved 20% operating cost reduction and 12.5% unit cost reduction. Inventory reductions totaled 18% while on-time shipping increased to 99%.

MONSANTO/SOLUTIA – St. Louis, Missouri 1990-2000

Engineering, Operations & Maintenance management

EDUCATION / CERTIFICATIONS

MBA, Washington University – St. Louis

BS Chemical Engineering, University of Missouri – Columbia Lean Six Sigma Master Black Belt, George Group

TECHNICAL ADDENDUM

Problem Solving:

Six Sigma DMAIC methodology Cause & Effect Diagramming

Plan-Do-Check-Act (PDCA) Failure Mode Analysis (FMEA)

Project Scoping / Charters Constraint Theory

Stakeholder Management Pugh Analysis

Process Mapping Control Plans

Measurement Plans Benefit Tracking

Statistical Techniques:

Statistical Process Control (SPC) Hypothesis Testing

Design of Experiment (DOE) Regression Analysis

Measurement Analysis (MSA)/Gage R&R Multivariate Analysis

Process Capability Taguchi Methods

Lean:

Hoshin Kanri (Strategic Planning) Heijunka (Production Leveling)

Kaizen 5S

Value Stream Mapping (VSM) Total Productive Maintenance

Kanban (Pull Systems) Poka Yoke (Mistake Proofing)

Takt Time Cellular Manufacturing

Business Planning:

Sales & Operations Planning (S&OP) Sales Top Issues Reviews

Project Selection Filters Shainin Rolling Top 5 Manufacturing Environments:

Medical Devices Specialty Chemicals

Adhesives Metal Pretreatment

Sealants Tier 1 Automotive Suppliers

Injection Molding Union & Non-Union Organizations Software:

Minitab Microsoft Office

SAP Lotus Notes

Contact this candidate