Manager Project
Resume:
Danny L. Combs
Georgetown, KY 40324
*******@*********.***
EXECUTIVE SUMMARY:
Lean Manufacturing / Operations Manager with proven ability to directly
contribute to an organization's profitability, efficiency, and long term
success utilizing strengths and abilities in Operational Management and
Lean Manufacturing Principles. Effective in providing leadership during a
variety of economic conditions and successfully managing operational and
cost objectives. Improved profitability utilizing lean manufacturing tools
and the ability to manage a cultural shift from a traditional manufacturing
environment to a team based lean manufacturing culture.
Lean Manufacturing / Operations Management
. Development of structured processes to effectively deploy strategic
objectives to the team level.
. Successful in assessing current lean capabilities and developing a
long term strategic plan for the implementation of a team based, lean
manufacturing environment.
. Ability to coach and mentor others of the organization in effective
leadership lean learning activities.
. Effective in developing working relationships by aligning different
departments with common goals and working together as cross functional
teams.
. High level of personal and professional integrity backed by a
heightened sense of urgency.
Areas of Strength
Lean Manufacturing Champion Project Planning and
Management
Coaching / Mentoring Strategy Development /
Deployment
Dedicated Professional Operations Management
Safety, Quality, Productivity Delivery, and Cost
Improvement Initiatives
PROFESSIONAL HISTORY:
April 2011- Current
EnovaPremier - Paris, Kentucky
Quality Manager: Currently responsible for implementing and maintaining
TS16949 requirements as well as all other quality systems for
EnovaPremier's (tier one supplier to Toyota) Paris, Kentucky facility.
September 2010 - April 2011
Performance Improvement Consulting (Self Employed/Contract)
Incito Consulting, Senior Lean Manufacturing Specialist: Worked with a
major food manufacturer in developing and implementing "Total Process
Control" (TPC). TPC is a business strategy that involves the use of
statistical techniques to monitor and control quality and the variation of
processes. TPC is used first to stabilize out-of-control processes but also
monitor the consistency of products, services and business systems.
Engaged with various consulting groups and organizations providing support
in lean manufacturing efforts. Primary focus areas of improvement in
safety, quality, productivity, delivery, and cost objectives.
December 2007 - September 2010
Hoffman, Inc. - Mt. Sterling, Kentucky
Operations Manager: Responsible for the daily management and long term
strategic planning of all manufacturing operations including maintenance
and process engineering while developing a lean manufacturing culture.
Developed a team based environment while driving plant manufacturing,
maintenance and engineering objectives to the floor level through a
strategy deployment process. Improved plant performance and reduced
inventories while reducing overall footprint requirements and was chosen to
receive additional product lines transferred from other facilities.
Improved Return On Sales by 15-20 percentage points over a 2.5 year period.
July 2003 - December 2007
ArvinMeritor, Inc. - Frankfort, Kentucky
May 2005 - December 2007, Production Manager: Managed all production
operations as well as the development and implementation of annual labor
and burden programs. Have successfully developed relationships with other
operational departments and shown significant improvements in safety,
quality, productivity, and cost indicators. Continued to develop a culture
change throughout the facility to support a team based, employee valued
environment.
July 2003 - May 2005, Site Continuous Improvement Leader: Facilitated the
implementation of continuous improvement and employee involvement programs
in a manufacturing environment. Created a team based environment and
culture change within the employee population in order to drive attainment
of long term business strategies and annual operating plan objectives.
November 2000 - July 2003
RWD Technologies, Inc. Performance Solutions - Troy, Michigan
Senior Lean Manufacturing Specialist (Consulting)
October 2002 - April 2003: Assisted Bombardier Transportation senior
management at multiple sites (New York, Washington DC, and Boston) in
improving maintenance and train reliability. Utilized lean manufacturing
expertise to implement a systematic process with the goal of delivering
improved reliability, profitability, and customer service within the rail
industry. Improved train reliability from 36,000 miles between failures to
more than 100,000 miles between failures.
July 2002 - September 2002: Project Manager, Daimler Chrysler (DCX) Toluca
Assembly Plant (Toluca, Mexico). Managed and facilitated the implementation
of the Productivity Action Team (PAT) process. Increased efficiency rate by
6-8% in the body, paint and assembly areas.
January 2002 - July 2002: Assisted DCX assembly plants (Jefferson North,
Warren Truck, and Windsor Assembly) by offering lean manufacturing support
to their Productivity Action Team. Examined both the DCX PAT process and
the RWD Productivity Modeling Process and jointly developed a comprehensive
program. Developed a systematic way to achieve the highest direct labor
efficiency and utilization through waste elimination and workstation
optimization. Improved workstation layout and created current, proposed,
and future state Yamazumi charts. RWD's measured contribution throughout
DCX is approximately $35M in savings or a 10:1 return on investment.
November 2000 - December 2001: Assigned to the Manufacturing Performance
Group working on the Ford Accelerated Lean Project at the Chicago Assembly
Plant. Redesigned production operations within the Paint and Assembly
departments to ensure safety, quality, productivity, and cost
effectiveness. Responsible for improving business practices by facilitating
the transformation of a mass environment to a lean environment and
developing a work group (team) based organization. Coached all levels of
plant management in effective policy deployment procedures, effective
quality control systems, and cost reduction programs. Total project
resulted in $15M savings annually. Ford Chicago Assembly Plant awarded
Shingo Prize April 2002.
June 1988 - November 2000
Toyota Motor Manufacturing, Kentucky - Georgetown, Kentucky
Production Group Leader: Managed a large group of team members and team
leaders in a fast paced manufacturing environment. Responsibilities
included achieving short and long term production goals, maintaining and
improving annual budgets, and managing human resource issues within
assigned group. Developed annual operating plans that established safety,
quality, productivity, and cost targets to support company goals and
objectives. Reduced operating cost by utilizing problem solving processes,
Kaizen, and leadership skills within multiple Quality Circles. Key member
of the new plant expansion team responsible for process layout,
coordinating new equipment installation, and establishing and implementing
standard operating procedures for a new facility. Facilitated pre-
production trials while ensuring a high initial quality status. Won JD
Power Gold Plant Award during first model year.
EDUCATION:
Mid Continent University - Mayfield, KY Business Management - AS, 11/2009
Mid Continent University - Mayfield, KY Business Management - BS, 5/2012
(currently attending)
University of Kentucky - Lexington, KY Lean Systems Certification - 5/2010
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