Manager Six Sigma

SEAN M. PICOU

***** ****** **, ********, ** ***** ( Home: 281-***-****( Cell: (936) 689-

**** ( email: *******@***.***

PROFILE

Operations Manager. A proven high-energy, results-oriented, and team

spirited Lean practitioner with 13 years of progressive leadership roles in

various industries. Seeking a company devoted to the Lean Management

System in the role of operations or plant/general management.

AREAS OF EXPERTISE

> Lean Sigma Methodology

> Operations Management

> Team/Organizational Leadership

> Multiple project/location management

> Strategy Deployment Process

> Performance Measurement and Improvement

> Training (TPS, Six Sigma, Kaizen)

>

PROFESSIONAL EXPERIENCE

Crane Energy Flow Solutions - Conroe, Cullman, and St. Louis

Valve manufacturer for commercial and industrial markets with annual

revenues of $113 M of an overall Crane Energy Group $385 M.

Operations Manager 08/2009 - Present

Reporting to the VP of Operations; responsible for the Conroe site with

revenue totaling $50 M, with a team of 6 salaried and 49 hourly employees

in all facets of Operations, Supply Chain, SIOP, Quality, Administration,

Finance and Operational Excellence initiatives.

> Provided direction and focus during a difficult economic period

riddled with furloughs resulting in high customer metrics (96+% OTD,

past due reduction from $365K to $81K) with <2% overtime.

> Strategy Deployment Process champion for the Crane Energy Group.

> Successfully converted conventional manufacturing personnel to

certified lean tool champions and empowering the team implement and

drive positive change throughout the facility.

> Providing project oversight and support for a major valve's value

stream quality improvement project.

> Site wide cost savings initiatives resulted in $550K.

> Key driver and advocate for maintaining recently implemented business

models for three major value streams.

Operational Excellence Manager (Multi-Site) 08/2008 - 8/2009

Coordinate and drive Lean implementation over a three facilities in

addition to multiple key suppliers. Direct and deliver effective training

and mentoring, take ownership of Lean deployment, challenge and score

improvement metrics, personally lead kaizen events for any and all Lean

tools, and establish the Crane operational excellence culture throughout

the organization.

> Facilitated 28+ kaizen events focused on Standard Work, Material

Replenishment System (kanban), Transactional Processes, Value Stream

Mapping, Problem Solving (Sigma Kaizen).

> Spearheaded the value stream linkage project for the Duo-Chek product

line resulting in on time delivery (OTD) improvements from 78% to 98%,

reduced lead-times to support the business model, and absorb 7% more

market share revenue with 15% less labor costs

> Facilitated/Led 3 kaizen events in China with a key supplier to

develop their systems/processes resulting in improved OTD, 50%

reduction in lead-time, and value stream inventory savings of $260K.

> Integrated 2nd tier suppliers in China by assisting in negotiations

and providing training relating to kanban design and implementation.

> Project lead for the Flowseal value stream linkage project consisting

of domestic and international team members from the supplier in

Chihuahua, Mexico.

Headwaters Construction Materials

Concrete block and brick manufacturer for commercial and residential

markets with annual revenues of $105 M.

Director of Lean Processes 06/2007 - 08/2008

Implement the Lean Sigma Methodology throughout 6 facilities within the

division. Provide a strategic vision for operational excellence including

the development of the initial rollout plan. Act as an internal

consultant.

> Facilitated 17 kaizen events focused on TPM, SMED, Business Processes,

Demand Segmentation, Kanban, Quality, Production Preparation, and 5S.

> Established OEE as the significant metric to drive change in a highly

automated process. In addition, changed the plant incentive program

to reflect the value stream's OEE performance.

> Customized the Lean implementation plan to each site's unique culture

and organizational challenges.

> Financial impact was $2.6 million annualized in additional sales

capacity.

> Average site OEE improvement was approximately 8 percentage points.

Therma-Tru Corp. & TruLogistics Inc.

Residential door manufacturer. Processes include door slab assembly to

finishing and pre-hanging door systems.

TruLogistics Corporate Lean and Quality Manager 10/2006

- 6/2007

Primary responsibilities included: driving waste out of processes through

developing and deploying Lean Sigma improvement initiatives at all Value

Stream levels, creating a compelling Lean future-state vision and executing

the plan to implement the vision, while providing Lean leadership,

training, team facilitation and strategic direction.

> Successfully led/facilitated 35 kaizen events which significantly

contributed to the company receiving the Lowe's Supplier of the Year

Award for 2006, and Lowe's Millwork Vendor of the Year Award twice

(2005 & 2006).

> Led the Lean and Quality efforts across the corporation to reduce the

cost of quality by 25% ($1 million).

> Developed a quality management system consisting of defect codes &

structure, non-conformance reporting, customer acceptance standards,

and a sustainment auditing program.

> Responsible for a staff of 13 Lean Champions and Lean

Technicians/Quality Technicians across three facilities.

> Trained, mentored & coached management staff on Lean and Six Sigma

Tools.

TruLogistics Corporate Lean Champion 06/2005 -

10/2006

Led and facilitated the lean initiatives for three facilities. Used the

Value Stream approach to identify and conduct improvement activities that

help the corporation meet and exceed its strategic business goals. Utilized

the Kaizen Methodology and Lean principles based on the Toyota Production

System to achieve productivity improvements, cost reductions, lead-time

improvements, growth, safety improvements, culture change, and customer

satisfaction.

> Kaizen focus areas included: cell design, pull systems, supermarkets,

kanban, production preparation (2P), plant layout for flow, business

processes, 5S, and managing for daily improvement.

> Led the effort that reduced lead-time by 89%, increased productivity

by 105%, reduced manufacturing footprint by 68%, and office footprint

by 74%.

> Responsible for keeping the all facilities aligned with the corporate

business strategies.

> Managed and developed a staff consisting of site Lean Champions and

Lean Technicians.

> Fulfilled all Process Engineering duties.

Therma-Tru Process Improvement Leader 07/2004 -06/2005

Project lead responsible for transitioning the current plant state to a

focused factory. Duties included the right sizing of the manufacturing and

warehousing operations by developing the new equipment and storage layout,

and scheduling and coordinating equipment moves / plant modifications with

operations and external contractors.

> Optimized factory layout for flow, resulted in a reduction in the

total footprint from 300,000 sq. ft. to 143,000 sq. ft

> Developed and managed the $950K budget for the plant transition plan.

> Earned a Six Sigma Black Belt from ASQ.

> Led a Six Sigma foam leakage reduction project resulting in $150K

annualized savings.

Therma-Tru Production Supervisor 02/2004 - 07/2004

Responsible for the planning, scheduling, training and development of 31

Associates for the steel door line.

> Established a "Continuous Improvement" program for the steel door

line.

TXU Energy at Comanche Peak Steam Electric Station (Nuclear)

Mechanical Systems Engineer 07/2001 -02/2004

Responsible for the health and performance of the Auxiliary Steam,

Condensate Polishing, and Steam Generator systems. Conducted systems

integration, performance monitoring, and system training for site

certification class. Prepared design modifications, troubleshooting

plans, system health reports, and engineering evaluations of system

conditions and events.

Texas Army National Guard 1993 - 2004

> 11 years of progressive leadership roles in an Armor battalion.

Highest rank obtained: Captain.

> Multiple operational management roles and supporting staff functions

> Performance review comments included: an officer at the very top

in terms of both performance and potential."

> Rated first out of six 1st Lieutenants on performance review, comments

included: a bright energetic self-starter

> Distinguished as the top tank within the Texas Army National Guard.

EDUCATION

Bachelor of Science - Mechanical Engineering Texas A&M University

2001

Associates of Arts Kemper Military Jr. College

Lean Certified, University of Michigan

Six Sigma Black Belt, American Society of Quality

ADDITIONAL INFO

Computer skills include Microsoft Office Suite, AutoCAD 2006, iGrafx 2005,

and MiniTab 14.

Enjoy restoring old vehicles, modifying golf carts, anything on the water,

and learning how to bow hunt.

Contact this candidate