Steve Chen

*** ******** ****, ********, *********** 203-***-****-H, 203-***-****-C actwgg@r.postjobfree.com

SIX SIGMA BLACK BELT / LEAN EXPERT, SUPPORT MANAGER

Successful Lean Expert and Six Sigma Black Belt with more than 10 years experience including three years in global project management. Led initiatives in Marketing/Sales, Finance, Design and Quality Engineering, Production, Receiving and Shipping. Lean tools: 5S, Andon, Bottleneck Analysis, One piece flow (continuous flow), Gemba, Heijunka system, Root Cause Analysis, Kaizen, Kanbans, 7 wastes, OEE, PDCA, Poka-Yoke, SMED, Standard Work, TPM, VSM, TAKT and Star Model (HR) remove lines above and below selected accomplishments and other sections

SELECTED ACCOMPLISHMENTS

Production cost saving project: used LEAN visual management system to reduce raw materials inventory while maintaining high level of production productivity. Increased on-time customer delivery from 89% to 96%; reduced material shortage by 50%; resulted in savings of $430K.

Material planning project: mentored and trained five Green Belt teams with staff of 10. Used Six Sigma DMAIC model to create ABC class for raw materials and finished goods. Teams collected three years of historical sales data to identify all material classes and analyzed customer orders patterns. Increased inventory accuracy from 80% to 93%; resulted in savings of $500K.

Lean transfer projects: Used X-matrix (strategic planning/strategic management tool) to identify 21 high-level improvement projects in Xian, China. Final annual savings for all projects was $1.2M and included new products research, analysis of customer feedback and product returns, reduction of new product design cycle time, increased inventory control, and robotic Standard Work service projects.

Lean certification projects: Redesigned 3 final production cells. Reduced process time by 25%, increased space savings by 30%, improved quality from 90% to 98%, reduced manpower from 9 to 6, and reduced work-in-process inventory from 5 days to 2 days. Total annual savings of $600K.

Black Belt Project: Provided analysis to eliminate 10-year process quality bottleneck. Analyzed 6 months of data with Six Sigma methodology tools. Resulted in savings of $1.5M (5% of annual operation costs).

PROFESSIONAL EXPERIENCE

Pentair Valves and Controls, Mansfield, Massachusetts, 1/2015 – 1/31/2016

Pentair Valves and Controls is one of the world’s leading manufacturers and marketers of valves, actuators and controls, providing market-leading products, services and solutions, for the most challenging applications throughout oil and gas, power, mining, chemical, food and beverage and building and construction industries.

Lean Manager

Develops and maintains lean transformation plan including value stream maps to identify key opportunities to eliminate waste and improve performance based on strategy deployment and business results. Completed 10 VSMs and improved Lean assessment score 47%

Collaborate with leadership to execute Gemba walk process (Managing for Daily Improvement). Two times per day.

Coordinates all Lean Activities within the location including kaizen events, projects and any other activity to improve and further lean efforts to ensure execution of transformation plan..

Support operations and office group to drive the establishment and maintenance of standard work and continuous flow in all areas. This includes 5S and visual management in all areas.

Drive lean thinking into the office to create enterprise level value stream management including customer interfacing and new product development areas. This includes implementation of 5S and standard work in the office and visual management and daily improvements as appropriate. In last 6 months, I ready involved 4 Kaizen events.

Provides lean training and coaching for site employees based on needs and requirements. I completed 10 training classes in last 9 months

Provides lean status reports for both internal/external communications including metric based accomplishments of the transformation plan. Estimate and report on true savings of lean efforts in areas of: Safety, Quality, Delivery, Cost and Cash (inventory)

DRS Technologies, Danbury, Connecticut, 3/2014 – 12/2014

DRS Technologies is a leading supplier of integrated products, services and support to military forces, intelligence agencies and prime contractors worldwide.

Senior Operations Supervisor

Implements monthly revenue forecasting and execution including reporting out on engineering deliverables. Designed a new planning format by using BB tools to support company; thereby, increasing revenue by 30% since I joined DRS in March.

Lean Initiatives - Supports a culture of Continuous Improvement. Designed a new visual system to monitor WIP and production progress to reduce downtime by 50%.

Supports concurrent Engineering activities to transition designs into production. Continues to seek achievable solutions to change 30 year old manufacture business culture to world class lean manufacturing.

Runs an organized, appropriately staffed Visual Workplace to ensure efficiency in a safe, properly equipped workplace.

Honeywell Life Safety, Northford, Connecticut, 1/1995 – 1/2014

Honeywell Life Safety is a global leader in commercial fire systems, smoke and gas detection, personal protective equipment, and remote healthcare monitoring.

Production Value Stream Supervisor- PCB Group, 9/2012 – 1/2014

Supervised largest group of production operations in Northford: 80+ operators, 4 group leaders and 4 machine technicians who produced printed circuit boards with $2M in daily product shipments.

Orchestrated multiple projects to improve OEE by 10%, reduced inventory waste by 10%, shortened cycle time by 20%, and redesigned PCB assembly lines to reduce space by 15%.

Redefined Kanbans to manage daily production for 250+ PCB assemblies with updated PULL system from SMT, Through Holes, Wave Solder and completed ICT process.

Coached organizational development strategies to diffuse complex and high tension working environment.

Managed Six Sigma Green Belt projects for design engineering and production planning groups.

Developed and taught Lean curriculum for monthly New Employee Orientation.

Analyzed daily production processes with following methodologies: Visual Management, Continuous Improvement, Rapid Problem Solving, Kaizen, A3 project plan, Value Steam Map and Six Sigma data.

Pinpointed NPI bottleneck issues with Manufacture and Test Engineering groups. Improved on-time prototype from 50% to 88%.

Piloted Real Time Quality Tracking team. Used RPS/RCA system to solve daily production quality problems.

Lead Development Specialist, 2006 to 9/2012

(Xian, China and Northford, Connecticut)

Subject Matter Specialist for multiple Site Leadership Committee teams charged with defining current and future state of value streams by planning and prioritizing continuous improvement activities. Propelled lean improvements in manufacturing processes/technologies to reduce waste, variation, and cost. Implemented standardized system and methodology used throughout facility; provided accountability for improvements to guarantee continuous success.

Coached plant leadership on how to identify improvement opportunities; established project goals, strategies and priorities. Instructed, mentored, and led teams through continuous improvement events and projects. Organized review of site's organizational structure and aligned resources for lean transformation.

Promoted site adherence to implementation standards, Value Stream Maps, and A3 improvement boards. Created and coached Kaizen and Continuous Improvement culture and progression through LEAN journey. Subject matter specialist for Site Leadership Committee teams in special team meetings. Provided high-level technical and operational recommendations in Safety, Quality, Productivity, Cost and Inventory review meetings.

Established employee training of Standardized Implementation Process and lean tools. Conducted Kaizen, TPM, 5S, and other exercises to support site objectives. Instituted and elevated a continuous learning culture.

Full-time Six Sigma Black Belt and Lean Expert, 2002 to 2006

As Six Sigma Black Belt and eventually Lean Expert, worked multiple projects in Marketing/Sales, Finance, Design Engineering, Quality Engineering, Production process, Receiving and Shipping.

Conducted 10+ Green Belt classes resulting in 50+ employees becoming Green Belt certified.

Taught Green Belt classes in oversea supplier sites. Assisted supplier to discover quality issues and improved yield rate.

Test Engineering Manager, 1995 to 2002

Built test group staff to 13 in 3 years. Introduced new testing philosophy to improve company-wide product quality to customers.

Used highest quality HP3070 ICT machines for PCB level testing and drove innovative testing with new National Instruments hardware and software to drive automation throughout final production test cells.

Member of New Product Introduction team. Focused on finding solutions to reduce new product delays to market.

Madrigal Audio Lab, Middletown, Connecticut

Madrigal Audio Laboratories produces high-end audio and video equipment

Manager of Manufacture Engineering, 1987 to 1995

EDUCATION

EMBA, BUSINESS AND MANAGEMENT ADMINISTRATION

University of New Haven, New Haven, Connecticut, 1999

BS, Electrical Engineering

University of Connecticut, Storrs, Connecticut, 1986

CERTIFICATIONS, LANGUAGES AND CITIZENSHIP

Black Belt certified by Honeywell 2002

Lean Expert certified by Honeywell 2006

Languages: fluent English and Chinese

US Citizen

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