Manager Training

RONALD M. VANCE

*** ******* ***** ******, **** **833

Cell: 740–223–5306 *******@********.**.***

Professional Experience

Silver Line Windows Company (Andersen Window Corporation), Marion Ohio

Kaizen Manager (2010 – 2013)

Product Manufactured – Residential Vinyl Windows

Key Accomplishments -

Using Auto Cad 2011, MS Project-Viso, I created VSM of all the assembly processes and support processes with

cross functional teams using GAP Analysis, Data Analysis, Leading Change Management, and DMAIC guidelines and tools in

our Kaizen events. Our teams worked toward the goal of reducing the square footage footprint required for each assembly

process with regards to Andersen Windows Ergonomic Standards for our operators. With the collected data we were able to

create enough useable square footage space to bring in two additional Value Streams (assembly processes). This would generate

15M more in revenue with little additional fixed costs.

Facilitated over 35 Kaizen events, from Visual Management in assisting operators and guiding them in product mix

and product changes to daily issues brought to light by operators and supervisors.

With safety being the top concern in handling glass, we eliminated all lifting of windows through the assembly

process by keeping all work activities, even loading windows at the same level, so lifting was eliminated.

Trained/facilitated over 125 employees in Kaizen, DMAIC principles, Product Flow, and Waste concepts and

procedures. These training sessions started with classroom study of definitions of terms in describing the learning activity, to

video explanations of our training, next were simulations of the activity identified, then actual studies and observations on the

actual Value Stream to identify and solve the issues.

Effectively cross trained many levels of leadership from shop floor Tier I, to Tier II supervisors, and Value Stream

Managers. Production, scheduling, shipping, maintenance, and receiving employees with their managers, were involved in the

cross-functional Kaizen events and training to increase communication plus bring in more diverse ideas and points of view.

All levels of management were required on the shop floor in regards to their responsibility and accountability of

involvement to improve our processes. Without this commitment and discipline from the executive group, the message of

commitment would be lost.

Many innovative improvement concepts implemented from our Kaizen events drew positive attention from the

corporate office.

Whirlpool Corporation, Marion, Ohio

Assembly Supervisor (2009 – 2010 - Contract Manager)

Product Manufactured – Appliances- Dryers

Key Accomplishments –

Managed clothes dryer assembly line with 150 operators, with support from 9 Team Leads

Implemented 5S organization to assembly line production operators.

Each operator was responsible for keeping 5S activities up to expected level

Trained Team Leads in simulatation games representing what happens on the production floor. Product flow, poor quality,

other line stoppage issues, impacts our production numbers. This was simulated in the classroom with a “DOT” game and

“Airplane” game used to simulate and show players how poor quality and lack of flow can make or brake your production

goals.

Increased production by 4%, with an increase in First Pass Yield of 8%.

Set company production record for the most dryers produced in one week. This was accomplished by having all

operators involved, with complete understanding of what was required of them, from stopping the assembly line for quality

issues, tooling problems or safety issues. The operators understood they may not be able to fix all issues but bring the

problems to light immediately is the right action

Reduced safety incident reportables to fewer than 2% for 29” dryer line by being consistent with implementation,

discipline of using PPE, and follow up with documented safety audits.

Goodyear Tire & Rubber Company, Marysville, Ohio

Production Focus Manager (2004 – 2008)

Product Manufactured – Rubber Conveyor Belts

Key Accomplishments –

Championed successful Six Sigma projects in Quality and Production

Trained operators to understand waste, value added, and non value added.

Operators on presses were trained in Kaizen and DMAIC principles so they could be effective in Kaizen

events

Largest reduction in waste came from belting defects in our Kaizen events.

60” belting defects were reduced by 12% with event changes and standard work documented with

improvements

Championed Lean Flow – Produced and documented Value Stream Mapping with assistance from all team members, creating

shorter more efficient future value streams.

Implemented a better set of metrics to display how the company was performing from micro points of production.

Interim Safety Director - Entrusted to create a drive and relentless focus of discipline to reduce the plants reportable

accidents in “No One Gets Hurt” program. ( 6.7 incidents to 4.5 in two months)

Controlled and minimized labor overtime, rework, and scrap, by keeping objectives in front of employees with 5S and

Visual Management programs.

Dashboard reporting daily to corporate office on safety, shipments, production, quality, and weight/footage of product.

Fairfield Engineering Co., Marion, Ohio

Plant Manager (1996 – 2004)

Product Manufactured – Bulk Material Handling Equipment

Key Accomplishments –

Responsible for P & L for all plant production, labor, materials, and shipping.

Used Lean Manufacturing and Theory of Constraints techniques to reduce total lead time from engineering and

manufacturing hours to produce product by 32%.

Used Lean concepts and Value Stream Mapping to improve equipment layout, increase material flow, better procedures, and

better utilization of the workforce by balancing labor.

Union members were very skeptical of production changes. We brought in the union leaders for a two day training and

simulation sessions along with some of the floor supervisors to convince the leaders of the effect flow, better quality,

involving operators in changes before implementation

Over 40 documented improvements in manufacturing processes, from rearrangement of equipment for better flow of

materials, to design improvements of the product.

Increased products produced from $950K to $1.4M per month with no increase in labor costs.

Lead company official in negotiating successful new contract with union.

Carter Machine Co., Galion, Ohio

Production Control Manager (1993 – 1996)

Product Manufactured – Hydraulic Cylinders

Key Accomplishments –

Used Lean Manufacturing skills and Theory of Constraints to improve total product produced from

$800K to $1.1M monthly.

Operators and supervisors required clear understanding of Lean principles such as Line balancing and

flow, understanding of value added and non-value added activities on the shop floor.

Much skepticism from the executive group in the beginning at understanding Lean concepts. This

required creating a 3 dimensional simulation using Legos to show how 1 hour lost in a constrained area in the process created

a 1 hour loss of output for the entire plant, not just one operation in the value stream. At the same simulation I showed how

value and non value added impacted the total output of the plant.

Reduced average lead time per order by 30 %.

Increased throughput by 25-30% ($3.2M) per year after implementing and training supervisors and operators.

Major reorganization in Production Control Department from recruiting top level talent,

training, coaching and implementing better Production Control procedures with emphasis on discipline of all documented

standard work.

Managed Outside Service Provider (OSP), verified capacity of suppliers.

Planned and directed the activities of the Production and Planning functions, which included,

preparation of Plant Master Schedule, forecast inventory levels, establish inventory turn rates and confirm commitments from

engineering and purchasing schedules.

Education / Additional Courses

Bachelor of Science in Business Administration, Trinity University - Graduated 2000

Associate of Science in Business Administration, Marion Technical College - Graduated 1989

Additional courses at The Ohio State University & Ashland University - 1990-1991

Additional Courses / Training / Certifications/ License

Andersen Windows Company: (2011 – 2013) Numerous “Train the Trainer” training sessions based on the

Andersen Management System, which included Kaizen event training for Facilitators, Line Balancing, Value Stream

Goodyear University - Finance, Supply Chain Planning, Project Management, and Product Flow

24 courses and certificates) 2005-2008

Goodyear Tire & Rubber Company Lean Manufacturing Seminars - 2004-2007

Goodyear Certified Emergency Response Training – Certificate 2006

Proficient software skills - MS Office, Project, Visio, Word, Excel, PowerPoint / AS400, Lotus Notes, SAP

Roofing materials aggregate

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