Manager Six Sigma

John Holbrook, Jonah, MBA, BB

*** ********* ***** ( Satsuma, Alabama 36572(Cell 251-***-****

abmqrs@r.postjobfree.com

PROFILE Leading edge change agent with over 24 years of operational

excellence, production, maintenance overhaul/repair,

supply chain and quality assurance experience including 15 years of lean

manufacturing leadership experience. Customer focused,

high-energy team player with a commitment to world-class, state-of-the-art

techniques and technology. Integrated TOC, Lean, and

Six Sigma expert at maximizing profits by identifying, focusing on and

optimizing key business leverage points.

SKILLS AND QUALIFICATION

. TOCLSS and constraints management experience in an MRO environment

adept at optimizing WIP, cycle time and throughput.

. Extensive process value stream mapping/analysis VSM/VSA experience

including enterprise, production/hanger floor, supply chain,

logistics, shop informational flows, standard work, operation

budget analysis, human resource chains, CPI/DCI, Critical Chain

Project Management, Drum-Buffer-Rope, fabrication, and raw material

kanban.

. Experienced with UH60, CH47, UH/TH-1, AH64 & TH67 Helicopter

Scheduled Repair, Rotary Screw Air Compressor manufacturing,

military vehicle assembly & aircraft program depot maintenance,

Toyota Production System, Gemba Kaizen, 3P, 5S, CCPM, Theory of

Constraints, Demand Flow Technologies, QOS/Q1, QS-ISO 9000, AS9100,

FMEA, DOE, DMAIC, Minitab, IGRAFX, Affinity Diagramming, RCCA,

Concerto, MAPICS, JDE, Impressa, BPiCS, Jobscope, MRPII, ERP,

Demand Solutions, FACTOR, Fordnet & SMART/Prism automotive

logistics systems and Six Sigma Black Belt problem solving

techniques.

PROFESSIONAL EXPERIENCE

10/08 - 3/10 Army Fleet Support, LLC - Division of L3-Communications

(Comm.) Fort Rucker, AL

TOC Lean Six Sigma Black Belt - Reported directly to the Lean Manager with

Change Responsibilities at Lowe and

Hanchey Army Heliport for Enterprise wide lean six sigma and theory of

constraints training and initiatives that also includes L3-

Comm.'s AFS union and management team for Helicopter Repair and

Maintenance.

. Facilitated Lowe AHP's 3rd TLS Pass CCPM implementation

with an excess of $50 Million dollars of cost avoidances.

. Created and Authored Lowe AHP's 85 Page Shingo Achievement

Report Award submission for the 2009 Prize, culminating

into the 2009 Shingo Bronze Medallion. The only Army prize

given in 2009.

. Closed final actions of the UH-60 phase maintenance culture

change that reduced cycle time days from 46 to 25.

. Facilitated a joint ACLC/DLA parts forecasting mapping

event which lead to a Army system-wide process creation.

. Facilitated Air Force UH/TH-1 Huey VSM event which reduced

300 hour cycle time days from 35 to 17 days.

. Led AH-64 the reject reduction black belt project with

savings of $150,000.

. Presented CCPM accomplishments at annual Realization

Conference in San Francisco, California in 2009.

9/07 - 9/08 Analytical Services, Inc. - Sub Contractor with AFS, Inc. (Army

Fleet Support) Fort Rucker, AL

Lean Six Sigma Specialist - Reported directly to Lean Six Sigma Black Belt

with dotted line to the Deputy Commander of ACLC

with the responsibility for enterprise wide lean six sigma training and

initiatives that also included L3-Com's AFS union

and management team for Helicopter Repair and Maintenance.

. Facilitated UH60 2nd pass 720 Hour PMI that reduced overall

cycle time from 65 to 46 days ($2M savings)

. Created multiple training aides for Kanban, Lean 101, TPM,

Policy Deployment, Problem Solving, SMED, and Mistake

Proofing training classes.

. Facilitated Rapid Improvement Events at UH-60 that included

Bay/Cell Layout, Supply Chain, Standard Work Phase Charts

and Data Collection for Engine & Blade Shops.

. Co-facilitated and taught the ASE/SME Lean Bronze training

certification course.

2/06-6/07 Quincy Compressor, Inc. -Air Compressor Manufacturing

Bay Minette, AL

Material Operations Manager - Reported directly to the Supply Chain Manager

with the responsibility for managing all material

Flow streams, Value Stream Planning personnel, and warehouse logistic

processes and personnel in this 105 non-union employee

facility.

. Improved inventory turns from 10 to 12.

. Created the Value Stream Planner approach by combining

commodity purchasing and scheduling roles.

. Reduced inventory $750,000 during Q2 of 2007 with three new

product launches and global products sourcing campaign

. Led Production Planning team to a single month $861,000

inventory reduction.

. Created a metrics driven approach to warehouse supervision

and after market part pulling

. Led team's successful 11-month attainment of production

facilities stated sales forecast.

6/04-1/06 Pemco Aeroplex, Inc. -KC-135 & Turboprop Program Depot

Maintenance- Birmingham, AL

Lean Leader - Reported directly to the President with the responsibility

for administrating, leading and managing all kaikaku,

kaizen, Lean training and continuous process improvement objectives for

this unionized (UAW) 1,100 employee facility.

. Facilitated and Led KC-135 Program Level VSM complete with

Dial Chart and Takt Time Balancing.

. Lean Focal for KC-135 Cellular Lean conversion utilizing

Boeing Business System.

. Facilitated 26 Pemco RIE (Kazien Events), grew 16 Lean

facilitators, slashed aircraft flow days from 440 to 152.

. Created Pemco's 6-step problem solving tool (RCCA) that

reduced the CAR process by 25 days.

. Created, Implemented Pemco's Policy Deployment strategy for

effective Targeting. (3P, VSM, VOC, Assessment)

. Trained all Pemco's leadership team in the Ishikawa

(fishbone diagram) & Ohno's 5 whys for problem solving.

7/02-5/04 General Dynamics Land Systems (Anniston Army Depot) - STRYKER

IAV- Bynum, AL

Senior Quality Engineer - Reported directly to the Manager; Test and

Acceptance with the responsibility for monitoring and

measuring parts/process including audit feedback to managers and line

supervisors for this unionized (USWA) new-plant start up.

. Created departmental mission and scope, control points, feedback

reports, QCD Metrics' charts, and ISO documentation

. Performed daily SHIP audits which highlighted manufacturing

reported error's (Problem Solving - through Statistics)

. Promoted from a Material Planner position (7/2002 - 9/23) to

departmental supervisor

. Created & Maintained a daily part shortage report adopted by SHC

(Corporate Headquarters)

. Trained entire manufacturing facility (120 hourly) in SHIP

department process & expectations

. Solved material flow issues in the Stryker vehicle C4ISR assembly

area (on-time deliveries at 100% for 1.5 years)

10/01-04/02 Werner Ladders, Inc. -Extension & Step Ladders

Anniston, AL Production Control Manager

- Reported directly to the Materials Manager with responsibility for

material flow systems for this 725 non- union employee facility.

. Facilitated Kanban supply chain system reducing WIP by $1.2

Million.

. Implemented a complete final assembly and sub assembly production

flow re-design based on Lean Level-loading.

. Created a cross distribution center customer demand profile for

four distribution centers.

05/00-07/01 NACCO Materials Handling, Inc. -Hyster & Yale Forklifts-

Danville, IL Kanban Manager - Reported

directly to the Plant Manager with responsibility for material flow systems

for this 625 union employee facility. Responsible for material flow during

a plant closure.

. Implemented bar coding for material transfers, receiving

activities, and POU re-ordering through Kanban Buyers.

. Enhanced the DFT RIP inventory area's using visual management &

information technology.

. Implemented Kanban on our heavy truck assembly line, reduced part

shortages from 185/wk to 5/wk.

5/97 - 11/99 Coffing Hoists - Division of Columbus McKinnon

-Electric & Wire Rope Hoists- Wadesboro, NC

Material Manager - Reported directly to the General Manager with a dotted

line relationship with the Corporate Materials Manager. Responsible for

overseeing all material department responsibilities in a union free

environment. Managed department through company and departmental

restructuring which eliminated my position.

. Implemented $1,000,000 Coffing Hoist material cost savings as part

of Columbus McKinnon's purchasing council team.

. Collected $45,000 in credits for non-conforming purchased materials

in 1998.

. Purchased and maintained $12,000,000 of off-shore inventory from

China, Japan and India

. Implemented Coffing Hoists first Heijunka scheduling board and

Kanban part flow system.

EDUCATION

. MBA Indiana Wesleyan University, Marion,

Indiana Operations Management 1992

. BSM Indiana Wesleyan University, Marion,

Indiana Business Management 1990

. SSBB-Trained American Society of Quality

Engineers ASQ Six Sigma Black Belt 2008

. TOCICO TOC Systems Thinking

Jonah Certification 2009

. Courses and Seminars: TOCICO Systems Thinking (Jonah),

ASQ's Six Sigma Black Belt, ASQ's Lead Auditor Training for

ISO/QS/ASO, University of Tennessee Lean MRO Certificate,

JCIT's Basic and Advanced DFT, TPS, TQM, Process Based

Management, Cellular Manufacturing, Inventory Control,

Xerox's Excellence program, DOT Hazardous Materials,

Managing Multiple Projects, Physical Inventory & Cycle

Count Techniques and Kanban (Shingijutsu Institute of

Japan)

. Professional Affiliations: APICS member since 1993;

Alabama Technology Network 2005; Lean Enterprise Institute

2005; QS9000 Auditor 1996: ASQ since 2007; ASE/SME 2007.

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