Six Sigma Plant

MICHAEL W. FOWLER 864-***-****

*** ******* **** **********@*****.***

Boiling Springs, SC 29316 http://www.Linkedin.com/in/michaelfowler09

PROFESSIONAL SUMMARY

An Accomplished Lean Manufacturing Leader with extensive experience and successes in deploying Lean Manufacturing and Continuous Improvements in diversified environments and countries. Demonstrated strong leadership and communication skills with ability to motivate and train employees to accomplish goals. Self-motivated, high energy, hands-on, and results-oriented leader in Lean Deployment utilizing strategic planning, cost reductions, process improvements, and cross-functional teams. Areas of expertise include:

• National Shingo Prize Site Examiner

• SME Lean Manufacturing Certification

• Lean Manufacturing Tools Deployment, Systems, Strategic Planning, & Waste Reductions

• Six Sigma Green Belt

• Kaizen Facilitations and Lean Training Instruction

• MBA

• Shingijutsu Experience (Toyota System)

• Transactional Kaizens utilizing unique process for success

• Toyota Production System: VSM, Kanban, 5S, TPM, SMED, Standard Work, One Piece Flow, Visual Management, Cell Design, Leadership Standard Work

• Lean Deployment in different cultures including United States (SC, Ohio, & Connecticut), Norway, England, and Spain.

RELEVANT WORK EXPERIENCE

Kongsberg Automotive, Pickens, SC 2010 – 2011

Director – Lean Manufacturing

• Directed and implemented Lean Manufacturing strategies, systems, roadmaps, and tools for six plants in US, Norway, England, and Spain with major improvements in multicultural environments involving plants in initial Lean deployments.

• Implemented Visual Systems with shop floor metrics that provided real time savings in Safety, Quality, On Time Delivery, Inventory Reductions, Productivity Improvements, and 5S that engaged all employees into problem solving with PDCA.

• Deployed leadership standard work for plant leaders to work in conjunction with Visual SQDIPS boards that provided a system for employee involvement in establishing the culture for solving plant problems.

• Facilitated shop floor Kaizens and Value Stream Mapping events that resulted in cycle time reductions of 25%, one piece flow savings of inventory by 50%, output increases by 15%, 5S improvements by 75%, scrap improvements of 50% with Successive Inspection.

• Trained and facilitated transactional kaizens that made improvements in Sales Order Processing lead time reduction from 5 days to 1 day, Receiving & Inspection error reductions by 99% in several plants, and improvements in communication with employees.

• Conducted Skateboard Simulation Kaizens in Formal Lean Deployments to teach the Lean Tools of 5S, Standard Work, One Piece Flow, SMED, and Visual Management.

• Worked with Customers of BMW, Ford, Daimler, Volvo, Jaguar Land Rover, Cummins, Navistar, etc to help solve Quality and 5S issues with Kongsberg plants.

Eaton Corporation, Kings Mountain, NC (Shingo Prize Award Plant) 2006 - 2009

Lean Coordinator

• Improved Kings Mountain plant’s Lean journey from a tools based strategy (3.5 to 4.5 out of 5.0 points) to the next level of Lean Assessments enhancing the Kings Mountain plant as a premier Eaton plant of excellence.

• Deployed Eaton division-wide Lean Assessment system known as PBA, (Performance Based Assessment - system based strategy) and improved Lean assessments from beginning levels to higher levels in 3 categories of Visual Management, Engagement, and Leadership.

• Facilitated weekly Lean Council Leadership teams for Lean strategy development, engagement, and deployment that developed Lean strategies that improved Lean Metrics in DOH 5 days, OTD 4%, Safety 50%, Quality from 2100 to 960 PPM, and efficiency 10%.

Michael W. Fowler Page 2

Eaton continued:

• Facilitated, trained, and coached Setup Reduction teams in machining and FMS (Flexible Manufacturing Systems) cells to reduce machine & cell setups resulting in $120K savings.

• Deployed redesign of Heavy Duty Truck Division OEE system (Overall Equipment Effectiveness) for 4 plant sites and implemented OEE system that focuses on cell efficiencies instead of operator efficiencies resulting in cell uptime improvements by 15%.

GE Healthcare, Florence, SC 2004 - 2006

Lean Leader

• Participated in GE global lean transactional showcase that value stream mapped magnet installation process from shipment to installation with improvements that reduced magnet installation time from 31 to 10 days which matched competitor’s installation date which was critical in developing new business growth and orders.

• Implemented KPO (Kaizen Promotion Office) group that leads, implements, and coordinates actual methods improvements on shop floor utilizing associates and salaried employees for continuous improvements of $200K per year.

• Conducted Lean training & participated in GE Lean Boot Camp in Budapest plant for all site Lean Leaders that was led by Shingijutsu Sensei resulting in significant savings of $150K annually.

• Led & drove warehouse project with frequent Kaizens that developed two new supermarkets, FIFO lanes, and non-conforming areas for defective materials that improved floor space by 25%, inventory accuracy to 99%, and less inventory by 19%.

• Worked with Shingijutsu Sensei’s (consulting company of Japanese leaders that originally developed TPS) frequently on kaizen improvements and spirit utilizing the Shingijutsu concepts for Lean Deployment.

Hitachi Electronic Devices, Greenville, SC

Lean Manufacturing/IE Manager 1996 - 2004

• Developed the initial Hitachi deployment and training of Lean Manufacturing strategies and tools.

• Led Kaizen teams to make continuous improvements in gunroom clean room that reduced inventory by 5000 guns per day and reduced headcount by 5 operators.

• Facilitated Kaizen teams in ITC tube test area that improved throughput from 2000 to 3000 tubes per day and reduced headcount by 9 operators.

• Deployed Poke-Yoke project that guaranteed placing correct electron guns into each tube by utilizing sensors to detect hand movements to parts trays and verifying correct gun loaded into Main Seal machine via machine controls (PLC) that eliminated 102 wrong guns in tubes per week or 0.5% scrap rate improvement.

• Implemented POUS (point of use storage) of tools and supplies to reduce machine downtime and excess supplies in Graphite departments that improved machine uptime by 15% and floor space by 14%.

LEAN TRAINING COMPETENCY

5S, Standard Work, Pull, Supermarkets, Factory Kaizens, Transactional Kaizens, Total Productive Maintenance (TPM), JIT, Takt Time, Jidoka, Value Stream Mapping (VSM), SMED or Setup Reductions, Poke-Yoke (Mistake Proofing), POUS, Kanban systems, Heijunka, One Piece Flow, House of Toyota, TOC or Theory of Constraints, A3 problem solving, 3P, 8D, PDCA, 5 Why’s.

EDUCATION

M.B.A. from The Citadel, Charleston, SC (Major in Business)

B.S. from Clemson University, Clemson, SC (Major in Industrial Management & Minor in Industrial Engineering)

TRAINING

eVSM, GE & Eaton Six Sigma Green Belt Training, Shingijutsu Lean Strategy & Concepts, Lean Six Sigma Executive Overview, Lean Manufacturing Principals and Rules, TPM Conference & Seminar, AutoCAD, Project Management, Extend Simulation Modeling, Coach & Facilitator Training, SPC, DOE, Dale Carnegie Course, Demand Flow Technology, MTM Instructor, MTM-1, MOST, 4M, & Kepner Tregoe Trouble Shooting, Dupont STOP safety program.

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