Engineer Six Sigma

Richard Bubb

**** ******* ***** ************,

Indiana . 46755-3004 ******@***.***

Home#: 260-***-****

OBJECTIVE and SPECIALIZATIONS

OBJECTIVE: Obtain a challenging leadership position applying creative problem

solving and Six Sigma Lean Management skills with a growing company to achieve

optimum utilization of its resources, build upon robust quality results and

maximum profits.

Six Sigma (Green Belt, project #1). Reduced stock handling occurrences from

4-5 to <1. Reduced Work-in-Process [WIP] by 25%. Eventual goal was to be 75%

WIP reduction.

Six Sigma (Black Belt, project #2). Reduce scrap by 3% and improve operating

efficiency by 5% on process with <6% scrap and running at >90% efficiency.

Design of Experiments [DOE], Evolutionary Operations (EVOP), and Sequential

Simplex Optimization (SSO), with more than 20 positive applications.

Project management, Leadership and Coordination, employing MS Project and

Critical Chain Project Management.

ISO-9000:2000 Lead Internal Auditor, Auditor Trainer, standard operating

procedures initiator and author, work instructions [WI] trainer, WI

auditor/author/approval designee.

AIAG-APQP document submissions for GM, Ford and Chrysler.

Time Studies for process optimizing and balancing work flow.

Software Proficiency include MS Office (Word, Excel, PowerPoint, and Outlook),

Minitab (Ver 13, 16), EVOPtimizer (sequential simplex optimization software),

JMP7 DOE statistical software, MS Project, and MS Visio.

Experience

TRIN Inc., Ashley, Indiana, 46705, 11/2011 to 4/2013

Engineering Consultant and Customer Quality Engineer

Assist and lead problem solving/counter measure team-oriented activities in

both small and large groups. Lead Technical Problem Solving cross-functional

inter-departmental teams and meetings that brought together relevant expertise

team members and subject matter experts from every TRIN department to perform

effective root cause analyses, resolve problems and determine root cause(s),

develop implementable cost effective counter measures, track all counter

measures to effective execution, and perform 30, 60, 90, 180 and 360 day audits

of counter measures' efficacy.

Maintain Mizen Boshi (Preventive Actions) Training / Education Center for

plant-wide monthly training-awareness for all TRIN Associates. Coordinate

training schedule for more than 170 TRIN employees for the entire facility.

Determine all the following: Which Customer Claims are to be presented during

training; How to prepare all presentations; Which visual aids and which

physical examples are to be reviewed; Record all comments from all Associates;

and, Answer all questions regarding the Mizen Boshi topics.

Lead Stand-Up meeting for all management at the start of each business day.

Specific responsibilities include up to the minute knowledge sharing of all

data regarding current Customer Claims (for defects: QPR/QIR/Scrap Tags),

tracking and resolving Customer Claims with a 10 day or less time limit.

Perform all Quality Engineer requirements for Toyota Production System for 440A

(Highlander), 170A (Avalon), as well as X12G-13MY Nissan, and BF4 Subaru new

products programs including tasks spanning 5 Gates, such as Manufacturing

Quality Charts (MQC), Statistical Data Sheets (SDS), post-build 100% inspection

of all assemblies, tracking Product Validation status, and 30, 60, and 90 day

post-SOP quality levels.

Assist in maintaining Tokia Rika/TRIN goal of < 5.0 PPM per year. PPM for

2012 was 3.80.

Trelleborg Sealing Solutions (TSS-FW), Fort Wayne, Indiana, 4/2010 to 10/2011

Engineering and Six Sigma Consultant, Extruder (Contract employment)

Production Supervisor, 3rd Shift, supervising 48 Associates in a union

environment, including 6 production work cells, Laboratory and Maintenance in

two buildings

I was presented with the opportunity to provide my Design of Experiments (DOE)

expertise in a consulting capacity on a key business process that was producing

only 8% useable extruded billets. I directed the engineering and operations

teams through Six Sigma methods that utilized Design of Experiments (at their

request), Evolutionary Operations, and Sequential Simplex Optimization. In

less than one month, the process was producing useable billets at a 90%+ rate.

The Ishikawa Diagram the Team developed had over 30 factors that were used as

the menu for the DOE's screening experiments, and the EVOP and the SSO methods

to determine the Vital Few factors that actually controlled process quality and

throughput speed per billet.

Supervised all night shift operations for entire manufacturing complex, and

maintained production efficiencies at rates equal to or better than first

and/or second shifts.

Formulating new PTFE (M-12 Project) processing parameters resulting in

successful extrusion production parameters developed in one month when the

Process Engineering Department worked on the parameters for more than 8 months

without success.

Disciplined Associates as needed.

Conducted monthly State of the Business meetings for all 3rd shift Associates

to convey key focus areas, improvement programs, and relevant production

metrics.

Developed and implemented comprehensive fixes to the TSS-FW 5S system that was

struggling in a previously not correctly working model, which had been

implemented and on-going for 10 years. The improvements finally achieved

complete 5S functionality and proficiency for all departments in the Company in

two weeks after implementation through assignments of clearly defined

responsibilities, including a compliance checklist/check-off component that

ensured the essential 5S elements of Shine, Standardization and Sustain were

simply and automatically assigned, self-monitored, and self-reporting.

Oji Intertech, Inc, North Manchester, Indiana, 6/2008 to 11/2008

Engineering Manager and Plant Engineer

Worked directly with the Operations Manager on the plant re-layout to reduce

material handling to achieve a Lean Flow objective.

Assisted JIT program team to keep inventory to very low levels.

Reduced process variation at plastic sheet coating extrusion process cell that

supplied molded composite pre-cut sheets for 90% of the other downstream

automotive air caps and headliners. Implemented taper die-gap analysis that

reduced edge to edge variation of polypropylene weight distribution from > 1

gram to < 0.2 gram. Downstream processes' scrap rates dropped more than 50%.

Six Sigma project targeted reducing scrap and increasing production efficiency

in industrial extrusion coating department. Targets were met by 3rd month of

the Black Belt project, but there were other self-identified improvement

opportunities that had been targeted. I was initiating an additional process

improvement system using Evolutionary Operations methods.

DFSS Team Member, participating with customers' (Chrysler and Karmann)

multi-functional team to find the root cause of failure of products in a

Chrysler product. Conducted interim Design of Experiments to raise process

performance (pull-off strength) from 400N to 495N. Discovered both root causes

of failure, with verification, and was able to successfully replicate the root

cause of the failure mode in test laboratory conditions.

Software used in this position: JMP7 for Design of Experiments to improve

product quality using the factors of: cooling methods + surface conditions +

adhesive temperature. Objective was to increase retainer resistance to

pull-off failure. DOE resulted in a 23% increase in strength. The cost of the

improvement was less than $20.

Cuno, (a 3M Company, the CWT Division), Churubusco, Indiana, 2/2001 to 12/2007

Manufacturing Engineer, ISO-9000 Lead Auditor, and Safety Coordinator

ISO 9000:2000 Internal Lead Auditor, ISO Process Auditor-candidate trainer, and

ISO Implementation and Steering Team member being a strong proponent for

Process-Based Internal Auditing.

Chair of Process Improvement Program and Chair of the Safety Committee.

Member of the Crisis Management Team, developing and coordinating efforts and

activities to manage the downside risk from possible Avian (Bird) Flu pandemic.

Project Leader of the Work Instruction Generation Project, shepherding more

than 750 distinct work instructions contributed by eight Production

Supervisors.

Author of multiple ISO Manufacturing Standard Operating Procedures.

Key member of the Environmental, Health, and Safety (EHS) Team. Developed over

120 Lock Out / Tag Out Safety Procedures for all in-plant energized equipment.

R & D Test Engineer for more than 250 product tests.

Production non-conformance rates steadily declined under my direction. In FY

2003, there were 0.33% manufacturing related defects. By 2005 the defect rate

had achieved 6 sigma levels for assembly operations.

Education: Indiana-Purdue at Fort Wayne (IPFW), Indiana

Spring 2010: Six Sigma Black Belt, Division of Continuing Studies

Spring 2002: Bachelor's Degree, Mechanical Engineering Technology

Fall 1995: Quality Control Certificate, Engineering Technology Department

Fall 1992: Associate's Degree, Mechanical Engineering Technology

SAS/JMP Institute, Chicago, Illinois

April/May 1996: Design of Experiments Using JMP software

Powerway/SPC, Indianapolis, Indiana

August 1994: Powerway/SPC Training for System Administrators

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