Manager Quality
Resume:
Philip J. Kolvenbach
West Haven, UT 84401
abmgcm@r.postjobfree.com
MANUFACTURING/OPERATIONS MANAGER:
Have been utilizing the Lean Manufacturing Techniques inherent to the
Toyota Production System to achieve world-class results for the past 18
years:
Work-In-Process inventory was reduced from seven days to 1.5 days
through the use of KanBan Cards, a Finished Goods Pull System, and
several Kaizen, Continuous Improvement Events.
Repair work-in-process was reduced from 12,000 units to 150 units
through the use of the
"One Fail is Too Many" principle developed.
The Customer Return Level was reduced from 769ppm to 12ppm through
structured problem solving and a plant management focused Quality
Operating System.
Utilizing my Six Sigma training in one of my Green Belt Projects, was able
to achieve $600K in labor savings.
Every two weeks a Policy Deployment Review was completed and any variance
to the Operating Plan discussed.
Westinghouse Electric Company - Nuclear Fuels - Western Zirconium Plant -
Operations Manager
(February, 2008 - Present)
Manage Product Line Managers and Supervisors, Maintenance, Continuous
Improvement and Training in a 380 people, multi-customer, 24 hour, seven
day a week, multi-shift growing operation.
Impact on Business
Quality:
. Developed good relationship with Quality Department
Leadership, which was previously absent
Delivery:
. Improved Hit Rate in the Flat Products Area from 50% to
97%
Other Major Projects:
. Organized and led a team to prioritize actions needed in
the Chlorination's Department from dozens of items down
to the top two
. Led Operations Focus for WFMS Lean Implementation
. Utilized Process Safety Management and Aubrey Daniels
Performance Management Training to optimize plant
performance
Schutt Sports Operations Manager
(August 2006 to September 26, 2007)
Manage Line Leaders, Process Engineering, and Maintenance in a 250 people,
multi-customer, multi-shift, three-site operation. Responsible for
achieving goals in Quality, Inventory, Defect and Waste Reduction, Delivery
and Labor Efficiency. Promoted from a one site Operations Manager to
Leader of all Schutt Operations and Quality within three months.
Impact on Business
Quality:
. Led a team focused on eliminating customer complaints
Delivery:
. Improved customer on-time delivery from 90% to 95%
Labor Variance:
. Reduced Labor Variance to standard by 25%
Change-Over Time:
. Reduced Mold Changeovers by 50% utilizing SMED techniques
Other Major Projects:
. Kaizen Improvement Events conducted at all sites, 5S
standards, audits, and goals
were established at all sites, Preventive Maintenance
was established, and cross-functional teams
were established to break down communication barriers
TRW Manufacturing Manager
( August 1993 to April 2006)
Manage production team leaders, line technician training, and product
analysis technicians in a 650 people, 16 customer, thirteen production
line, multi-shift operation. Responsible for achieving goals in Quality,
Inventory, Waste Reduction, Delivery and Labor Efficiency.
Impact on Business
Quality: Achieved Toyota 2002 Program Launch Award
Achieved Toyota Service Award
Achieved Saturn Quality Award
Achieved Chrysler Pentastar Award
Achieved Caterpillar Annual Quality Improvement
Award
Improved customer return level on on-going
production from 769ppm to 12ppm
Reduced Analysis WIP from over 12,000 units to
150 units
TS16949 Certification
ISO14001 Certification
Delivery: Improved from 93% to 99.9% on-time.
Cost Savings: Certified Six Sigma Green Belt.
Sales/Employee: Improved from $259K/employee to $421K/employee
Other Major Lean Manufacturing (Toyota Production System),
Projects: Kaizen Events, High Performance Teamwork
program, Line Technician Development program,
Finished Goods Pull System (KanBan), One Fail
is Too Many, Quality Operating System, Best
Practices, Business Excellence, Operations
Excellence, Established non-traditional shifts,
and Success Sharing bonus for all employees.
Motorola - EEC-IV Manufacturing Manager
(July, 1991 to August 1993)
Manage production supervisors, training, line quality engineering, supplier
quality assurance, and line maintenance in a 200 people multi-shift
operation. Responsible for establishing and achieving goals in Quality,
Cycle Time, Budgeted Costs, Inventory Turns, Waste, Supplier Quality,
Training, Delivery and Labor Cost.
Impact on Business
Quality: Achieved third highest score on Ford Quality
System Audit
8-D problem solving teams which led to a 40%
reduction in defects
Achieved best quality levels in the plant (out
of four businesses).
Cycle Time: Work in process and storage racks reduced by
60%, cycle time reduced 25%.
Delivery: Improved from 88% to 98% on-time.
Labor Costs: Managed through difficult upturns and downturns
in volume. Established "cell teams" based on
involvement of line operators, a big factor in
the quality improvements.
Other Major TQE Delivery Team, Team Quality System Review
Projects: Auditor, Personnel Utilization Team,
Performance Appraisal Team, Internal
Opportunity System Team.
Established non-traditional shifts.
EEC-IV Remanufacturing and Return Analysis Manager
(November, 1989 - June, 1991)
Managed function responsible for analyzing customer returns and developing
corrective actions for production to prevent future returns. Interfaced
directly with customers to better understand their concerns and succeed in
establishing a very effective team, including manufacturing, customer
service, sales, the customer (Ford), and engineering. This greatly
improved the customer's perception of Motorola. Established the first high-
performance work teams in the plant, and they continue to be the most
successful.
EEC-IV Manufacturing Engineering Group Leader
(August, 1988 - October, 1989)
Responsible for directing six engineers to improve quality on the EEC-IV
production line. This included implementation of SPC and DOE,
manufacturability guidelines for the designers, line layout changes, cost
reduction projects, and supplier quality assurance activities. Started in
this group as an engineer and was promoted in just one year to this Group
Leader position.
ADDITIONAL TRAINING
Six Sigma Green Belt Training
Motorola Management Institute, June, 1991
1st place team in strategic management game
1st place team in design concept contest
SPC for Engineers
Ford 8-D Problem Solving
Design of Experiments
Certified in team training
EDUCATION
University of Wisconsin, Milwaukee
Bachelor of Science with a Major in Electrical Engineering
Conferred: May, 1987
MILITARY EXPERIENCE:
Served four years in the United States Army
Three years in the First Calvary in Schwabach, Germany
And six months in the Third Infantry Division, Fort Bliss, Texas
Highest Rank Achieved: Specialist Fifth Class
Special Award Received: Outstanding Performance Award from the Officer's
and NCO's F Troop 2/3 ACR
Honorable Discharge Awarded June, 1979
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