Engineer Quality Assurance

PHILLIP L. HENRY

**** ********** ****** ( Indianapolis, IN 46227

Telephone: 317-***-**** ( Email: ************@*********.***

TECHNICAL DEVELOPMENT ENGINEER / SENIOR INDUSTRIAL ENGINEER

Resourceful, hands-on Senior Engineer and Leader with a proven ability to

develop data driven process improvements in discrete manufacturing

operations, particularly in the production and assembly of diesel engines.

Creative problem solver able to draw upon in-depth knowledge and team

expertise to find the best solutions. Dedicated to continuous efficiency

improvement, waste elimination, cost reduction and labor optimization using

LEAN and Six Sigma principles. Self-directed leader who can build effective

working relationships with all organizational levels including union

employees, colleagues and senior management.

AREAS OF EXPERTISE

Project Management Process Improvement Labor Standards

Development

Product Design Cost Reductions Labor Utilization

Analysis

Quality Assurance/Control Lead Time Reductions Training and Development

Capital Equipment Lean Manufacturing Six Sigma Black Belt

Justification

PROFESSIONAL EXPERIENCE

Navistar International Truck and Engine Corporation, Indianapolis, IN

1993 - Present

Manufacturing Technical Development Engineer/Senior Industrial Engineer

(2000 - Present)

Managing increasing responsibilities related to the technical development,

engineering processes and duties for the facility as the department was

reduced from five to one employee in the last decade. Develop enhancements

that result in robust process designs, lower costs, and improved

performance relative to schedules and quality.

Championed performance improvements through statistical, operations

research, engineering and economic data analysis related to production,

suppliers and end use customers. Communicate findings and make

recommendations to Leadership for projects such as efficiency improvements,

assembly line balancing, and capital equipment justifications. Conduct

regular team meetings to maintain open communication regarding operational

benchmarks, priority management, performance expectations, and labor

relations to minimize issues and surprises.

Key Accomplishments

V Acted as Lead Engineer for five engine start-up programs. Spearheaded

efforts to identify and develop improvement plans for constraint

operations. Led cross-functional teams in executing remediation plans

including cost and timing management.

V Developed and implemented an Overall Equipment Effectiveness (OEE)

tracking database that identified and eliminated incomplete or poorly

designed data collection inputs, and re-defined equipment cycle times

to more completely reflect real conditions on the plant floor. As the

recognized subject matter expert for OEE, use the process as the

foundation for all process improvement initiatives.

V Trained Team Leaders, Resource Leaders, Business Team Leaders and

Plant Leadership on effective use of available data.

V Drove change and inspired a performance-based culture by shifting the

daily Engine Assembly Performance Meeting to a data driven performance

agenda and establishing a "blame-free zone." Downtime was decreased

and production efficiency increased as team performance improved.

PHILLIP L. HENRY Page 2

V Lead efficiency improvement efforts on 6.0-liter head subassembly,

increasing productive capability from 750 to 1,060 cylinder heads per

shift using Lean techniques. Used root cause analysis to uncover

several issues that were addressed. The fix, which included purchasing

two more efficient feeders and repositioning two key placement

stations, reduced potential downtime by 50%.

V Implemented containment efforts and reprocessing activities to

minimize customer impact of a deficient supplier part. Developed a

process to use out-of-specification parts without negatively impacting

engine quality that included defining root cause issues, identifying a

within-specification work around and developing a trustworthy tracking

system, allowing ample time for problem resolution and better

utilization of the entire inventory in the supply chain.

Senior Industrial Engineer (1995 - 2000)

Initiated and developed improved labor management processes, including

developing labor standards and undertaking regular labor utilization

studies to cost effectively optimize performance.

Key Accomplishments

V Instituted Line Balancing Techniques for the 7.3, 6.0, and 6.4-liter

diesel assembly lines using the MTM - 1 based standard data and

stopwatch studies. The process allowed the facility to move from

inaccurate labor estimating to more accurate data driven planning.

Key data points were tracked time per station, time per model and

balance time based on particular schedules. The line balance time held

to less than 1.5%.

V Reduced labor by three operators per shift through proper utilization

of available work schedule. Process changes included creating an

assigned station, batch scheduling and cross-training sub-assembly

operators for low volume engine assembly.

Production Supervisor (1993 - 1995)

Managed the assembly line and Minor Repair department for a UAW plant.

Launched the 7.3-liter engine assembly line and developed troubleshooting

processes to support improved performance.

Key Accomplishments

V Determined repair procedure and developed a repair manual for hot test

failures that reduced required hot test failure returns from over

7,000 to less than 500. The manual gave less skilled operators the

ability to perform tests, increasing efficiency and quality.

Ultra Wash Services, Indianapolis, IN 1992 - 1995

Owner

Owned and operated a truck fleet service business, including truck and

trailer cleaning, oil changes and chassis lubes.

EDUCATION AND TECHNICAL TRAINING

BS/BA, Industrial Relations

Xavier University, Cincinnati, OH

Lean Six Sigma Black Belt

Villanova University, Philadelphia, PA

Lean Manufacturing Techniques

Ford Motor Company

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