Manager Six Sigma
Resume:
******@*******.***
Mount Clemens, MI **043 Mobile:
CAREER SUMMARY
Ken has 15+ years of experience driving change and improving operational
performance including; four years as a Senior Manager for Accenture and
over seven years as a Process Engineering Director for General Motors. Ken
has developed his own consulting practice working on Quality, Supply Chain,
Logistics and Operations improvement projects for General Motors Powertrain
Division and for Ingersoll Rand/Bobcat. Ken has had P&L and operational
performance responsibility for a $23M, Detroit-based, Lighting products
manufacturing company where he improved the operational efficiency and
quality of the products produced. Ken is a results-oriented leader with a
proven track record in producing measurable results through effective
problem solving and interaction at all levels of an organization.
CAREER HISTORY
BAE Systems, Inc. US Combat Systems (USCS) May '10 -
Present
Manager of Process Implementation
Manages and leads organization wide department of Process Engineers that
facilitates USCS process implementation. Establishes, maintains and
institutionalizes framework that continuously assess compliance to the USCS
process implementation strategy and promotes a culture of continuous
improvement and self-compliance. Specific Responsibilities Include:
Develop strategy, plan and conduct project oversight for 2011 CMMI
appraisal.
Provide consulting, leadership, directional support and audit of all
"Lifecycle Management" related activities across all USCS projects and
sites.
Develop and deploy new USCS processes and procedures to support "Lifecycle
Management" discipline.
Institutionalize new USCS business processes and partner with Quality
Organization to align BPMS infrastructure to support audit strategy.
Provide ongoing consulting, leadership and support to promote a culture of
continuous improvement, conducting independent assessments to identify and
correct critical issues impacting business results.
Provide ongoing consulting, leadership to facilitate a high maturity
organization that leverages quantitative data and SPC techniques as basis
for improvement.
Kirlin Lighting
Jul '07 - Feb '10
Director of Manufacturing Operations
Executive responsible for the profit and loss, daily operation and
continuous improvement of Manufacturing, Scheduling and Procurement
operations. Specific accomplishments include:
Utilized Standard Work, Poke-Yoke & Six Sigma methods to reduce quality
labor charge-backs by 70%.
Utilized lean methods, (including 5S & 7 Forms of Waste), to increase
direct labor efficiency by 3%.
Reduced cost of material as % of expense by 12%.
Maintained prior year shipment volume despite a 10% reduction in hourly and
33% reduction in salaried staff.
Reduced cost of Mfg. expense as % of total by 8.5% despite reinvestment in
physical infrastructure.
Maintained ~ 83% expedite order acceptance rate in a $23M Make-to-Order
production environment.
Utilized lean material and one-piece flow concepts to implement Make-to-
Stock, "Express" line.
Kenneth Sturm and Associates
Independent consultant utilizing Six Sigma DMAIC methods to provide
business process, lean manufacturing and requirements development expertise
to large and small manufacturing organizations. Client engagements include:
Ingersoll-Rand/Bobcat
Jan '07-Jul '07
Engine Dress Operations - Responsible for lean design and implementation of
$20 million engine dress operation, including workcell layout, kitting
definition, kanban and material flow.
Sub-Assembly Operations - Responsible for lean material flow and
feeder/main production line concept design to support transition from 100+
individual, sub-assembly manufacturing to major "system" production and
delivery.
General Motors, Powertrain Pre-Production Operations
Jun '06-Dec '06
Operations Transition Strategy - Utilized Value-Stream Mapping & IDEF
methods to design and implement all business processes, tools and
procedures, necessary to successfully transition all Pre-Production engine
supply-chain and warehouse operations from General Motors to Menlo
Worldwide.
Customer Project Re-Alignment - Implemented a structured plan, based upon
PMI framework, to mitigate issues eroding customer confidence in the Menlo
Operational Team. Key focus areas included: Project management tools,
reporting content, account leadership style and implementation of a
customer centric approach.
Ingersoll-Rand/Bobcat
Nov '05-Jun '06
Supplier Development - Introduced PPAP, APQP & "Supplier Scorecard"
concepts, data collection and reporting processes to raise the visibility
and sense of urgency to ~ $2.2 million annual vendor shipment discrepancy
costs.
Manufacturing Support Center - Designed and implemented a sequence-based
warehouse material slotting process, reducing the order pick time by 40% on
a $9 Million inventory investment.
Warehouse Management System - Conducted feature/function gap analysis,
established business requirements and cost justification for $500,000
incremental investment beyond incumbent Oracle application.
General Motors Corporation, Detroit Michigan
1998-Apr '05
Director, Business Process Engineering, Information Systems & Services
(IS&S)
Member of small team responsible for working with global "Process
Information Officers" and senior business leadership to define and deploy
process methods, policies and governance to drive business process
improvement
. Representative project examples include:
International Product Center - Utilized Six Sigma DMAIC methods to raise
the visibility and gain VP level support for global, strategic project to
migrate "IPC" into mainstream order-to-delivery operations.
Global Issue Resolution - Re-engaged business and redirected approach to
multi-million dollar "lost-cause" project resulting in the successful
deployment of a global, common issue tracking process and system in six
months. Initiative accounted for ~ $400,000 annual labor savings, $6.2M
indirect savings.
Global Line-Side Material Management - Utilized Six Sigma DMAIC methods to
establish global consensus on process and system direction to eliminate 14
competing plant floor material delivery processes / systems across regions.
Supplier Quality Problem Reporting & Resolution - Obtained 30% "Time to
Closure" improvement for Supplier Issue Resolution, through identification,
consensus and automation of key process tasks.
Information Lifecycle Management - Utilized CMMI concepts to establish
direction and approach for Automotive Strategy Board approved initiative to
manage the lifecycle of global, legacy and electronic information, thereby
reducing the cost of document discoveries and exposure to litigation
penalties.
Excellence Through Quality - Establish approach, governance and tools
necessary to expand ISO9000 certification through North American Product
Engineering.
Accenture, Detroit Michigan
1994-1998
Senior Manager, Business Process Consulting
Dow Chemical Corporation Global Alliance Center - Transitioned 15 ex-Dow
employees into new roles as part of outsourcing of Dow Chemicals worldwide
computer operations and personnel to Accenture.
Chrysler International Process Improvement & Automation - Reduced Owners,
Diagnostic and Service annual publication costs ranging from $700 - $19,500
for every model. Eliminated ~12 weeks of wait-time from domestic release
and minimized international vehicles sold without manuals or content.
Chrysler, Mopar Service Diagnostics Art Consolidation - Eliminated ~25%
duplicate work producing $500K in direct annual savings thru the
consolidation of processes, promotion of a common taxonomy and data reuse
strategy across Dealer Tech. Operations, Mopar Diagnostics and
International Operations.
Chrysler, Dealer Technical Operations Publishing by Database - Member of
team to develop and implement an SGML based authoring environment to
improve Chrysler's ability to reuse text and graphical data across
publications, platforms and years.
Cimage Corporation, Ann Arbor Michigan
1990-1994
Private, Developer of engineering document management and workflow
software.
Channels Marketing Manager, Marketing Executive, Senior Systems Engineer
Adage Incorporated, Southfield Michigan
1988-1990
Public, Manufacturer of computer aided design hardware.
Systems Engineer
Electronic Data Systems, Warren Michigan
1986-1988
Coordinator, General Motors, Chevrolet, Pontiac & Canada Die Design
Services
EDUCATION
BS, Mechanical Engineering, University of Colorado, Denver CO
MS, Information Technology, Carnegie Mellon
In Process
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