Project Six Sigma

CHRIS HERNAN

**** ******** ****

Mesopotamia, Ohio 44439

440-***-**** Home abm34n@r.postjobfree.com (440)

***-**** ****

CAREER PROFILE

Shainin Red X Master, Six Sigma Black Belt & Lean experience.

A Continuous Improvement Engineer with 12 years of manufacturing

experience. Experienced in creating new products and processes for

manufacturing. Very analytical with innovative problem-solving methods and

a passion for continuous improvement. Welcomes a challenge and posses good

presentation and teaching skills.

AREAS OF EFFECTIVENESS

. Problem Solving

. Cost Analysis

. Project Identification

. Process Improvement

. Project Management

. Strategic Thinking

. Teambuilding

. Training

. Implementation

CAREER HIGHLIGHTS

Continuous Improvement Engineer (Welded Tubes Inc. Jan 2009 - Present)

Identifies, coordinates and executes all continuous improvement efforts.

Responsible for identifying problems and improving current processes to

reduce scrap and improve uptime.

Responsible for quickly analyzing and correcting customer and quality

issues.

Regularly update and present to upper management to maintain support and

keep focus.

Continuous Improvement Engineer (Delphi Packard 2004 - 2009)

Identified top five business problems and used problem solving skills to

mitigate or eliminate them.

Used strategic approach to identify problems, implement solutions, and

maintain control.

Understood and utilized problem solving methodologies to improve

processes and lower scrap.

Worked with engineering and manufacturing to achieve consensus on

problems.

Saved millions of dollars in scrap, rework, and uptime in 2007 and 2008

by coaching and working projects.

Production Supervisor (Delphi Packard 2000 - 2004)

. Supervised 10-20 employees at all times including coordination of

various departments.

. Coordinated the entire production process including safety, efficiency,

attendance, quality assurance, premium shipments, and overtime.

. Experienced in metal stamping with ability to process problems.

. Experienced with injection molding process, including set up, material

compatibility, changeover, processing.

Inventor and Founder ( BioVine LLC 1996 - 2000)

. Designed and built latex extrusion line to produce Bio Vine and other

pet products for Bio Vine, LLC.

. Developed new products and effective process to supply them.

. Sold products to museums, zoos, and pet stores, internationally.

. Created and designed product packaging, production proposals, brochures,

advertisements, logos, etc.

Education: Hiram College BA in Biology / Psychology 1992

Please see the short project list for details

SHORT PROJECT LIST (DELPHI)

The project list below is not a complete list. It is a short list that I

use to show the diversity of projects that I have done in the past and am

capable of doing for you in the future. All of these projects were done in

a large multi-billion dollar company with many plants in many locations.

1. PROJECT NAME: Problem Tree

TYPE OF PROJECT: Plant Project Identification and Prioritization

TOOLS USED: Lots of research

PROBLEM DESCRIPTION: Many organizations don't know how to begin a

continuous improvement program. Other organizations have programs, but

they aren't getting the desired results. They need a way to turn

business problems into projects and get their people focused on solving

them.

SOLUTION: To address this problem, I build a problem tree. This tree

breaks out projects in all the different areas of the business and allows

the manager to prioritize them based on cost savings, quality, downtime

or any other metric that is desired. The tree is also a communication

tool that keeps everyone focused and informed about what is important to

management.

SAVINGS: This tool can save your entire business by identifying problems

and focusing everyone on real solutions that improve the bottom line.

2. PROJECT NAME: Changeover Project

TYPE OF PROJECT: Shainin / Six Sigma (technical)

TOOLS USED: Progressive Disassemble, Isoplot and Statistical Analysis

PROBLEM DESCRIPTION: Average changeover times range from 25 to 35 hours.

This is a massive amount of downtime that drives more non-value added

activities like over-production. The only way that Delphi overcomes this

is with the speed that they can make terminals once the press is running

(1,500 terminals / min). Debug areas have been tried and failed. Once a

die was moved from debug to a production press, the parts were out of

spec.

SOLUTION: This problem plagued plant 11 metal stamping for decades and

caused a loss of hundreds of millions of dollars in would-be revenue.

The solution to the problem was a simple measurement system error. The

measurement method used to set up a new die (lead deformation) was

inaccurate. This caused the die maker moving a die from one press to

another to misjudge parallel and shut height. Since plant 11 does not

hit on blocks this changed each stage of progression causing die makers

to shim details.

SAVINGS: The savings for this project was difficult to quantify because

the project was so big. We could double our output daily from

40,000,000 terminals to 80,000,000 terminals once implemented. It

caused us to rethink our entire method and go back to hitting die

blocks. This improved stop start sensitive scrap (an additional

$11,000,000 annual cost). Going forward, the entire business structure

of plant 11 could be leaned out. Change over is a lynch pin that

dictates everything from how many terminals we could make to how much

inventory we keep in finished goods, details, packaging, etc.

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3. PROJECT NAME: Blister Project

TYPE OF PROJECT: Coaching / Mentoring (Shainin)

TOOLS USED: Design of Experiment, Sensory Scoring Transform, Isoplot

PROBLEM DESCRIPTION: Plant 47 injection molding is trying to insource

multiple molds to save money. Before these molds can be put into

production they must pass ppap. During ppap, many molds failed due to

blisters that were found on the inside of the terminal slot of the

connector. These molds cannot be insourced until they are able to pass

ppap.

SOLUTION: The initial D.O.E revealed an interaction between two

components of the molding compound (impact modifier and lubricant).

Since the customer required impact modifier we focused on the lubricant.

Lubricant is made of 2 components wax and zinc, both of which are

additives not needed to run production. Another D.O.E using wax, zinc,

and impact modifier revealed that the process could pass ppap (no

blisters) if the zinc was removed. Wax was kept as the only lubricant in

the compound with impact modifier.

SAVINGS: This is a cost avoidance project that is currently in the

hundreds of thousands of dollars annually and climbing. The total cost

cannot be calculated because more molds are tested every week that fail

ppap because of this problem. The total cost is expected to exceed

$2,000,000 annually that will be paid to outside suppliers if the molds

could not be brought into plant 47.

4. PROJECT NAME: Eliminate excess vision failures on 828 die family

TYPE OF PROJECT: Shainin / Six Sigma (technical)

TOOLS USED: Design of Experiment, Multi Vari, Isoplot

PROBLEM DESCRIPTION: The 828 die family has a vision failure rate of 68

failures per day. This is 5 times the average of other die families.

These failures cause the process to shut down and thousands of terminals

to be scrapped out at each shut down event.

SOLUTION: Oil was sitting in the barrel of this terminal which made it

impossible for vision to measure its dimensions. Without accurate

measurements, vision shuts the process down and scraps out the entire

reel of terminals ranging from 3,000 to 8,000 terminals. A specialized

blow off system was designed to remove the oil before vision.

SAVINGS: This die family runs in 2 presses constantly (sometimes 3).

Current projections show a production increase of 24,000,000 terminals

per month and a scrap decrease of 900,000 terminals per month.

5. PROJECT NAME: Broken paper project

TYPE OF PROJECT: Shainin / Six Sigma (technical)

TOOLS USED: This project was done on location in Mississippi in 2 days

PROBLEM DESCRIPTION: The Mississippi plant reports huge numbers of broken

paper faults that cause too much downtime in production. Paper is used

to separate layers of terminals on the reel so that they don't become

entangled when being used by the customer.

SOLUTION: The paper was breaking because the plastic and cardboard reels

were warped. Rather than attack the cause of warping, the system was

made robust to the warp by adding a hatchet type flange separator that

could get between the flanges and open them up. This flange separator

was placed on the winder in line with the process. This allowed the

process to run with little to no interruption from warped reels.

SAVINGS: Total savings was not calculated due to limited time. However,

each shut down event caused an average of 1,500 scrap terminals and 22

minutes of downtime. The customer was happy with the results and agreed

to take control of implementation throughout their facility. This

allowed us to move on to the next project quickly.

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SHORT PROJECT LIST (WTI)

The project list below is not a complete list. It is a short list that I

use to show the diversity of projects that I have done in the past and am

capable of doing for you in the future. All of these projects were done in

a small privately held company grossing $15,000,000/year. These projects

would be even more valuable to a larger organization that could apply the

savings across its entirety.

6. PROJECT NAME: Better throughput in packaging

TYPE OF PROJECT: Lean

TOOLS USED: spaghetti diagram, value stream map, 5S

PROBLEM DESCRIPTION: Three tubing mills producing at 200 to 300

feet/minute funnel all product into one packaging area. The packaging

area is unable to keep up with the mills. Associates ask for extra

people to help and are shutting down the mills at a cost of $400/hr.

SOLUTION: The spaghetti diagram revealed that the packaging team walked 6

- 12 miles/shift to package all products. The value stream map revealed

that by analyzing and reorganizing the things that were needed to

complete the job, we could reduce this to 400 - 800 yards/shift. 5S was

used to complete the proposed changes.

SAVINGS: Virtually no money was spent to complete this project, but a

savings of $76,800/year in downtime was achieved. In addition, some mill

speeds were set artificially low because packaging could not keep up.

These products could now be made at maximum speed for an extra savings of

$84,000/year.

7. PROJECT NAME: Work Coil Project

TYPE OF PROJECT: Shainin / Six Sigma (technical)

TOOLS USED: Energy Model, Concentration Diagram, B vs. C (statistical

analysis)

PROBLEM DESCRIPTION: A work coil is used to weld tubing as it is being

produced by the mill at 300 ft/min. One of the three production mills

breaks down often because the work coil stops working. This break down

costs the mill 4 to 6 hours/day in downtime. In addition, small tubing

runs are slowed down because fast speeds are thought to contribute to the

problem. This mill has had this problem since it was purchased 6 years

ago.

SOLUTION: A concentration diagram showed a nonrandom pattern in broken

work coils. The work coils always failed in the same region of the first

coil. Analysis of this area revealed blackened metal shards surrounding

the hole. These metal shards entered into the work coil through the

process, became attached to the coil through static electricity and were

then induction heated. Once enough shards accumulated in the coil,

enough heat could be produced to melt a hole in the coil causing it to

break down. A series of nylon wipes were constructed and mounted to the

mill to remove excess metal shards before they could enter the work coil.

SAVINGS: This project was initially assigned to improve downtime. The

downtime savings were $80,000/year. However, the bigger savings (like

the previous project) came in increased mill speeds. Once this

bottleneck was removed the mill could increase its speed by 25 - 75

ft/min (depending on the product being produced). The mill is now

capable of producing 2,000,000 more ft/year, which is equivalent to 6

months of extra runtime.

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8. PROJECT NAME: Customer Complaint: Metal burrs

TYPE OF PROJECT: Shainin / Six Sigma (technical)

TOOLS USED: Physics Model, Strategy Diagram, Microanalysis.

PROBLEM DESCRIPTION: Our largest customer is reporting that burrs appear

on the ends of tubing after they run one of their processes. These burrs

are large and intermittent. They have caused minor injury at our

customer's facility and also at their customer's facility. They have

also torn foam and leather seating at the Honda vehicle assembly plant.

SOLUTION: The physics model showed clearly how the forces of shear change

to piercing as the top knife cuts the tubing. The slug (pieces of

sheared metal tubing) also pierce through the bottom of the cut. The

pressure at this point was so strong that chips from the slug could stick

to the tube face. Once stuck, they could not be taken off with

conventional methods (brushing). New specialty knife profiles were

developed and tested to combat this problem.

SAVINGS: We were able to keep our largest customer who is 60% of our

business. When I was first assigned this project the customer was angry

because of our lack of results. Within 1 week I had identified two

variables causing the burr. By project completion, the customer praised

us for the results and were "happy to finally see continuous

improvement".

9. PROJECT NAME: Kaizen Events

TYPE OF PROJECT: Lean

TOOLS USED: No Fancy tools needed

PROBLEM DESCRIPTION: I have done many Kaizen Events with great success.

I am always amazed at how little communication there is between groups

that are frustrated over the same issue. Kaizen Events are an

opportunity for these groups to come together. If done correctly, people

are given a chance to air their opinions, provide their ideas and

expertise and most importantly to focus on the issue. It is a fast and

easy way to expose problems and focus the group on results.

Project Savings

1. Length Calibration pm cycle (changeover)

2. Brush Deburr drive dogs (changeover)

3. Filter Oil (downtime)

4. Shipping Conveyor (safety, downtime)

5. Cell 54 Brush Deburr high scrap (scrap)

6. Adjustable set up tube (changeover)

. Overhead crane (downtime)

. Order generation (transaction time)

. Start of shift changeovers (downtime)

. Storing returnable containers (downtime)

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