Manager Project

Robert T. Fritz

***** ***** **** 734-***-****(Home)

Westland, Michigan

48185

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

Summary

A results- driven professional in the Automotive/Defense/Energy industry,

skilled Professional in the areas of Industrial Engineering, Supply Chain,Project Management development/capability analysis, Cpk/Ppk,APQP, error

proofing, FMEA, control plans, PPAP,SPC,ISO 169949/9000.With technical

expertise in Lean Manufacturing.

Including standardized work, value stream mapping, kaizen, 5S, VA/VE lean

thinking, TPS,

Capacity planning,plant layouts,poke yoke,error proofing,kan ban,JIT.Piece

cost and tool estimating, cost model development,ROI/capital

justification,equipment and tooling procurement, supplier

negotiating,benchmarking. Cost savings were implemented on a daily

Basis to increase productivity. Senior Lean Consultant to the U.S. Air

Force.

PROFESSIONAL EXPERIENCE

LEANCOR:

Senior Lean Executive

2012

. Sub contracted Senior Lean consultant

. Conducted various Lean cost saving workshops with Proctor and Gamble.

. Focused on Internal Material logistics to minimize costs. Reduced

change over cost of main bundling machine by 35% by using lean/SMED

tools with a potential cost savings of $ 2.5 million/yr.

DANOTEK MOTION TECHNOLOGIES:

2011-2012

Supplier Development/ Launch Manager, 2011-2012

. Organized/Developed Supply Chain base in China for this start up

company.

. Launch Manager for 6 Suppliers/32 component parts. World Class

Quality/on time delivery to launch /under budget.

. Function as a liaison between purchasing, engineering, manufacturing

and suppliers to resolve supplier quality issues and provide technical

support. Provide a clear vision of supplier development strategy and

processes for internal teams and suppliers. Lead formal project

assessments and manages all phases of the project lifecycle. Approve

manufacturing processes for new suppliers to conform with ISO TS 16949

. Developed a quality system, and provided technical assistance to

improve quality performance of suppliers - conduct workshops at

supplier locations in KAIZAN for work. task simplification

. Investigate current problems, identify root causes and implement

irreversible corrective actions from in-house data - Drove a launch

Greenfield approach to a gear supplier of the Clipperwind 2.5 Liberty

Wind Turbine from 0 gear sets per week to the required 4 gear sets

per week in a 7 month time frame by using and addressing the data

through various tools

. Gathered data in the QCPC process(Quality Clinic Process Charting)

and addressed the root problem through RRCA(relentless Root Cause

analysis) and mistake proofing to ensure issues do not happen again

through defining the problems/projects, investigate processes verify

solutions and ensure improvement

. Improve supplier production output and productivity by eliminating

bottlenecks us Constraint Management and Throughput Optimization in a

cellular flow, as well as batch and hold environment

CLIPPERWINDPOWER:

2007- 2011

Supplier Development /Launch Manager:

Supplier Development Leader Consultant in a globally growing organization

driving new supplier identification and audits, assessing supplier

capability, and leading the successful transition of new and legacy

products and technologies to suppliers within an assigned region (Supplier

Footprint optimization). In addition developed strong partnerships with

suppliers to repair broken processes, eliminate waste, and achieve cost

reduction initiatives, resolve supplier production/design issues, support

supplier using all Lean initiative tools, reducing late delivery to

customers due to supplier performance and/or constraint/throughput issues.

Using lean manufacturing tools, enabled managers to reduce redundancy,

increase output and save capital that can be used to hire more workers for

future programs. Suppliers were more competitive by continually reducing

the price of goods, giving customers more for less and developing employees

so they can continuously improve the Lean system. By using the Lean

Manufacturing system to create flow and eliminate waste by means of

defining value and identify value stream, eliminate non-value added

activities (waste), creating a continuous flow of material and parts that

lets customers demand pull the product, and to sustain continuous

improvement and growth.

Responsibilities include:

. Consult with company Presidents and their cross functional teams on

what Lean is and developed strategy to Implement Lean process. Mentor

Lean coordinators and facilitators to develop a strategic plan and

implement the plan.

. Function as liaison between purchasing, engineering, manufacturing and

suppliers to resolve supplier lean issues and to provide technical

support. Provides a clear vision of supplier development strategy and

processes for internal teams and suppliers.

. Leads formal project assessments, and manages all phases of the

project lifecycle.

. Review supplier manufacturing processes through using Lean tools.

. Improve performance of suppliers by conducting workshops at supplier

locations, supporting of the tracking of key metrics such budget

constraints,on time delivery, providing technical assistance in

developing a continuous lean improvement system, or other technical

support as required.

. Integrate closely with supplier engineers on existing problem solving

investigations and identify root causes and implement irreversible

corrective actions from in-house data, Customer feedback, Warranty

tracking data, Voice of the Customer data and other related sources.

Used problem solving techniques such as Market Feedback Analysis

(MFA),Relentless Root Cause Analysis (RRCA), Mistake Proofing.

. Help suppliers improve production output and productivity and

eliminate bottlenecks by using demonstrated skills in Constraint

Management and Throughput Optimization in a Cellular (one piece flow)

as well as batch and hold environment, with focus on Cost Reduction.

. Experience in dealing with low volume and high complexity

manufacturing environment. Develop technical solutions for current

production and new launch issues within the supply base and those

impacting the customer assembly plant.

. Teaming with other functions to ensure that assigned suppliers are

capable of new product launches and incremental business growth to

meet/exceed customer performance objectives using tools like Strategy

Deployment, Kaizen JIT, TPM SMED Etc.

. Benchmark manufacturing processes and drive implementation of

best practices like FIFO, Waste Elimination, Value Stream Mapping,

Single Minute Exchange of Dies (SMED) within the supply base assigned.

. Trained and mentored individuals in KAIZAN workshops at suppliers for

work/task simplification. Mentored supplier Presidents in change

management (getting the right people in the right place), scheduling

and planning strategy to insure continuous improvement and long term

growth.

. Used and taught problem solving techniques such as 8-D, Mini Tab,

Relentless Root Cause Analysis for cost savings and insure competitive

advantage to suppliers.

MAINSTREAM LLC:

2005- 2007

Senior Lean Consultant to the U.S. Air Force.

. Assist senior leaders with support and facilitation in developing

strategies/roadmaps.

. Guide leadership to communicate clear goals and expectations.

. Provide the tools and training required by the work force to

successfully implement change.

. Help leadership remove barriers that stand in the way of performance.

. Teach senior leaders how to make lasting change through training,

coaching and mentoring.

. Help shape sustaining culture.

. Train, coach facilitators.

. Focus on sustainable technical and cultural change management.

. Apply a broad range of world class tools.

. Teach senior leaders to develop Strategy Deployment/enterprise

approach.

. Help senior leaders shape new sustainable culture.

PROCESS DEVELOPMENT CORPORATION:

2004-

2005

Consultant to General Motors in Shanghai China and Saltillo, Mexico in

Supplier/Lean Manufacturing

Process; training all General Motors personnel.

. Trained GM personnel in standardized work

. Value stream mapping

. Kaizen system

. The 5 S's

. VA/VE lean thinking

. TPS

. Capacity planning

. Cost model development

. Poke Yoke

. Error proofing

. Kan Ban

. JIT

. Piece cost and tool estimating

. Supplier negotiating strategy

Cost Analyst General Motors Pontiac Power Train World Wide Purchasing

2003-2004

. Worked on team that received GM's Chairman's Honors

award for leading

Value -engineering projects that identified cost savings of over

$350M.

. Analyzed forgings,castings and machined transmission components for the

X-22 transmission six speed automatic program, and worked with buyers

/suppliers

To realize cost savings.

. Estimates piece cost of company and competitor

component subsystems, verify cost

Estimates with other functional organizations, analyze supplier piece

cost breakdown

sheets, review with buyer any findings and recommendations, review and

analyze

Engineering work orders (ewo) for cost impact, present findings in a

workshop format.

AMERICAN AXLE & MANUFACTURING, Detroit, Michigan :

1977-2003

Manufacturer and producer of forging and driveline systems

Industrial Engineering Manager Metal Formed Products Division

Reporting to the Vice President of Manufacturing, responsible for Ten

Industrial Engineering Managers at Ten plant facilities responsible for all

I.E activities to include JIT development and Lean implementation in the

Gear/ Forging Division.

1. Project leader that redefined optimal processes through JIT and Lean

Manufacturing Techniques. Reduced inventory from 5 to 2 days; reduced

manpower by 25%; increased productivity by 35%; reduced the number of

machines needed from 123 to 73 machines

2. JIT process/new manufacturing techniques allowed AAM competitive

leverage in bidding for new business. Captured the new GMT 900 business.

Directed all program functions such as APQP/PFMEA/PPAP/EWO etc.

3. Responsible for all continuous improvement activities at all ten

facilities.

4. Responsible for development and completion of training matrix.

Conducted weekly project meetings using four-square process.

Industrial Engineering Manager at AAM Three Rivers Driveline Facility

Supervised 12 Industrial Engineers in traditional I.E functions; plant

layout, cost estimating,

Methods improvement studies. Responsible for overall directs labor budget.

Sales Revenue: $500 Million/year

5. Program manager of AAM's 11.5" Axle Program. On time/under budget by 1.5

million.

Sales Revenue: $ 60 million.

6. Responsible for interaction with supplier machine builder and

implementation and installation and PPAP of machines.

7. Directed and conducted classes for hourly associates in the AAM

Manufacturing Program.(JIT program/Toyota Production System)

Industrial Engineering Manager Corporate Staff AAM Driveline Division

Supervised 6 Industrial Engineers to support 10 AAM facilities. Responsible

for company-

Direct/ indirect labor budget development; managed all I.E. related

activities on approved

Programs at AAM.

8. Directed all capacity increase programs at AAM.

9. Interfaced between manufacturing engineers and purchasing on all cost

estimates.

Industrial Engineering Manager at AAM Detroit Gear & Axle

Responsible for 12 Industrial Engineers in all phases of I.E. functions.

Sales Revenue: $1.5 Billion

10. Directed and implemented pinion cell project: annual savings

$500,000/year.

11. Introduced a cycle time reduction program- reduced average bottleneck

cycle time by 40%.

Program Manager GM/AAM

Responsible for planning, developing, organizing and implementation of all

approved programs.

12. Led team on a "Due Diligence" project in Glasgow, Scotland.

13. Conducted and directed weekly project meetings. Reported to the AAM

Vice President on a

Weekly basis.

14. Managed and tracked program budgets status.

Plant Industrial Engineering /Supervisor GM Detroit Gear & Axle

Supervised 9 Industrial Engineers in all I.E. functions.

15. Managed ring gear lean manufacturing project.

16. Achieved 40% reduction in inventory, 50% productivity increase, 25,000

sq. ft. reduction in

Floor space.

17. Achieved 25% cycle time reduction -- resulted in 10% overtime

reduction.

18. Interfaced with production to reduce scrap from 8% to 4%.

EDUCATION

Degree, Business/Industrial

Management

International Correspondence of Schools,

Scranton, PA

PROFESSIONAL DEVELPOMENT

Lean Manufacturing/JIT classes, Strategic

Planning classes, Financial Planning

Leadership classes, Joint management/Union

workshops,ISO auditor certificate.

Contact this candidate