Operations Management, Production Management, and Lean

Steven E. Floyd

**** *. ******* **** • Wichita, KS 67212 • ( 316-*-*-*-**** • *********@*****.***

Strategic project management leader with comprehensive business and technical background in the

commercial aircraft industry (21 years of experience).

Summary of Qualifications

A business intelligence professional knowledgeable in project management, lean concepts, capacity

planning, warehousing, procurement, quality, logistics, and financial management.

MS (Microsoft) Access and Excel - Guru; MS SQL Server - Beginner. Experienced in SAP and ERP systems.

Professional Experience

Leadership

• Advises senior executives on Lean strategies to improve operational effectiveness.

• Created a vision to market business intelligence skills internally and increased man-hour savings 600%.

• Subject matter expert (SME) pursued by colleagues to create customized database management

tools to improve visibility of parts, business metrics, and organizational performance.

• Passionate about improving throughput and reducing inventory and operating expense for

operations.

• Instructs all levels of management on lean concepts, buffer management theories, and database

navigation.

Project Management

• Prioritize multiple IE (Industrial Engineering) database management and Lean projects

simultaneously to assure optimum delivery time for internal and external customers.

Information and Technology

• Created customized dashboards, databases, and visibility charts and reports for all business units

utilizing advanced Microsoft Access and Excel techniques.

o Designed, implemented, and supported a Buffer Management Tool (BMT) prioritizing

production orders through all fabrication and sub-assembly shops.

o Developed 5S databases to record audits and produce historical trend charts.

o Produced a Lean Maturity Assessment (LMA) database to capture audit data utilizing

electronic forms.

o Authored multiple production order tracking systems to capture order movement history.

• Crafted the ability to auto-update MS Excel charts for display on shop monitors.

o Executed auto-updated Shop Pacer Boards to enhance visibility of hourly production

targets.

Financial Management

• Record and document cost savings for all projects.

• Captured $1.2 million cost avoidance (man-hours) savings in 2011 increasing to $6.4 million in 2012.

• Controlled $1.3 million inventory of raw extruded material improving overall turn rate 88% from

1.2 to 10.4 turns per year.

• Negotiated with raw material suppliers to secure cost price and delivery schedules.

• Performed physical audits to ensure inventory accuracy.

Strategic Thinking

• Conducted data analysis and engaged in team collaborative efforts identifying the health of

operations and implementing Lean initiatives focused on breaking constraints and increasing

throughput/velocity.

• Knowledgeable in Theory of Constraints (TOC) and Buffer Management methodologies.

Steven E. Floyd Page 2

• Utilized multiple Lean tools and methods, including; 7-Elements of Surgery, Area Improvement

Workshops (AIW), First Pass Yield (FPY), Root Cause Corrective Action (RCCA), Production

Preparation Process (3P), Value Stream Mapping (VSM), One Piece Flow, Kitting, Mistake

Proofing, Binary Communication, Waste Elimination, and Bias for Quality (BFQ).

• Implemented a “Remote Nesting” process creating CAD/CAM electronic nests of digitalized part

profiles reducing customer delivery time 83% from 3 hours to 0.5 hours.

• Established CAD/CAM nesting material downsizing processes from 48”x144” to an average size

of 24”x48” for 80% of all parts.

o 65% decrease in Work In Process (WIP)

o 15% reduction in scrap

o 90% decline in passing ahead-of-schedule work

o 80% reduces occurrences of 2-man loading

Teams and Partnerships

• Nurtured relationships with operations to effectively promote a Lean culture.

• Partnered with business management to assess opportunities and risks.

• Managed 50 hourly employees in a unionized machine shop environment to satisfy customer

demand according to master production schedule position.

Business Acumen

• Established scope, resources, and schedules for high-value opportunities in operations to meet

budget, compliance, and attainment targets.

• Created value for customers in a change agent capacity implementing Theory of Constraints

(TOC) and Lean Manufacturing principles, including Kaizen activities.

• Interpreted engineering drawings, including blueprints.

• Enhanced customer relationships to overcome the constraints of raw material availability issues.

Professional Positions

Spirit AeroSystems (2010 to Present)

Lean Relation Manager / Industrial Engineer

Information Technology Business Solutions Analyst Spirit AeroSystems (2008 to 2010)

Machine Shop Production Manager / Capacity Planning Analyst Spirit AeroSystems (2004 to 2008)

Supply Chain Analyst Boeing Commercial (1997 to 2004)

Purchased Outside Production (POP) Planner/Buyer Boeing Commercial (1996 to 1997)

E-3 ICS Logistics Analyst Boeing Aerospace (1995 – 1996)

E-6 Quality Assurance Coordinator Boeing Aerospace (1993 – 1995)

E-6 Supply Response Center (SRC) Storekeeper Boeing Aerospace (1992 – 1993)

Business Owner (Men and women’s businesswear consignment shop) second2none (2000 to 2003)

Professional Membership and Certifications

Institute of Management Consultants (IMC) – Active member since October 2012

Certification of Supervision (June 2008) Wichita State University, Wichita, KS

Education

Doctor of Philosophy in Organization and Management – Project Management (December 2014) •

Capella University, Minneapolis, MN

Executive Master of Business Administration - EMBA (May 2009; GPA 4.0) • Master of Arts • Friends

University, Wichita, KS

Bachelor of Business Administration (February 2007) • Bachelor of Arts • Friends University, Wichita, KS

Associate of Business Administration (May 2005) • Associate of Arts • Cowley County C.C., Wichita, KS

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