Manager Six Sigma

STEVEN E. DANDRIDGE

Home: Rockwall TX Phone: 641-***-**** x4700302 Email: ***.*****@*****.***

WHAT I HAVE TO OFFER

My substantial blend of Continuous Improvement and Operations Management success will allow me to create

stability and then elevate your manufacturing organizations to a higher level of operating excellence based on

my following core competencies:

Strategy Development Data Driven Decision Making Chaos Reduction Theory

Implementing Systems for Deployment of Six Sigma / Lean Moving Organizations from fire

Execution and Sustainability fighting to fire prevention

DMAIC Instruction / Training

Systemic View of Business Organizing effective RCFA

Prioritizing projects to KPI

Leading by Principles Behavior Based Safety

Application of Statistics

Establishing Role Clarity Employee Involvement

Material Flow Improvements

Creating Focus Organization Evolution

Optimizing the Bottleneck

CAREER DEVELOPMENT

SOLMANEX (2009 to 2009)

PRESIDENT AND MIDWEST OPERATIONS DIRECTOR, Dallas TX, 2009 to present

I have started and operated my own business successfully. This demonstrates my initiative, drive, and understanding of

business acumen. I am the president and owner of this consulting firm which specializing in solutions for manufacturing

excellence.

Continue to do work for Titan Wood and other previous employers as well as new customers

Focus is on Six Sigma and Lean and other process improvement techniques . I tailor the techniques to the

organization instead of force fitting a one-size-fits-all model

Please visit www.solmanex.com for details of my company

TITAN WOOD, INC (2008 to 2009)

GLOBAL PROCESS IMPROVEMENT MANAGER, Dallas TX, 2008 to 2009

Directed all process improvement activities worldwide for Titan Wood Corporation, a technology licensing company

with manufacturing operations and a growing worldwide presence. We reduced our product cycle times by 43% and

direct labor headcount by 33% while improving product quality. My contributions to these achievements were to

implement processes that allowed us to take two steps forward and NO steps back!

Total oversight for Lean Six Sigma implementation planning, deployment, and execution

Focused hypothesis testing and design of experiments for process engineers

Project Manager for Tier 1 critical projects

General oversight on all material handling and material flow projects

Detailed statistical analysis of product specifications and 3rd party certification

Leader of Corporate Quality Improvement

DAL TILE CORPORATION (2007 to 2008)

PLANT MANAGER, WALL OPERATIONS, Dallas Plant, Dallas TX, 2007 to 2008

As the Ceramic Wall Tile Operations Manager, I drove safety, quality, and productivity performance of 3 ceramic wall tile

plants consisting of 240 people during the global economic downturn which had major impact on our business structure

and footprint. With cost control at a premium, we reduced manpower by 11% by the following techniques.

Narrowing focus to a few key levers: improving labor utilization by creating labor scorecards and tracking measures,

optimizing the bottleneck, and 24 hr feed forward planning.

Implementing my Chaos Reduction Theory, a strategy that focuses the organization on the following elements

o Creating Stabilization through Simplification, Standardization, and “Fire” Prevention

o Performing at the correct Levels of Work

o Fiasco prevention through RCFA

Building foundation of 6 sigma data driven culture into organization for future step change improvements

Organizing preventative maintenance transition from “reactive work” to “planned work”

ARMSTRONG WORLD INDUSTRIES (1991 to 2006)

MANUFACTURING MANAGER, Macon GA, 2004 to 2006

In my role of Manufacturing Manager, I directed over 200 people in Armstrong’s largest plant in Building Products Division

worldwide to accomplish the following significant results . Please take note to the order these achievements are listed.

Eliminated 40% of OSHA injuries - Improved safety performance through the implementation of a behavior based

safety initiative, and improvements in Lockout Tagout, NFPA 70E standards, Root Cause SCAT-DNV injury

investigations, and comprehensive safety training. OSHA injuries reduced from 20 to 12 for the workforce of 200

people.

Reduced plant wide claims by 25% - Positively impacted quality by establishing Business Process Management

measures and the concept of “more hands on boards / more eyes on boards.” Customer critical to quality d.p.m.o.

reductions made while maintaining customer deliver fill rate of 99.5%.

Improved Throughput on Commodity Line to become #1 Line in Division - Championed material flow loss concept

and subsequent improvements that increased productivity on the major operating line making it the number one

productivity line in the division.

Developed and Implemented a “chaos reduction strategy” - Focused organization improvements in two key areas to

ensure daily excellence:

o Performing at the correct Levels of Work: Clearly established role definitions, behavior scorecards, and

incident checklists to ensure that all levels of the organization were operating in a manner that was unique,

distinct, and additive.

o Fiasco prevention through RCFA: Defined fiascoes for all key initiatives and then performed root cause

investigations that resulted in both quick fixes and long term system improvements.

Improved Organization Effectiveness - Established cross functional line management teams comprised of production,

engineering, and maintenance to ensure sustainability of results by promoting common objectives and ownership of

the value added processes.

SIX SIGMA BLACK BELT, Macon GA, 2002 to 2004

As a Certified Six Sigma Black Belt, I focused on large scale projects to improve customer satisfaction and decrease

operating costs using DMAIC methodology. Responsible for the deployment of six sigma throughout the plant

organization.

Armstrong Certified Black Belt - Internal certification consisted of six weeks of training, successful completion of 2

black belt level projects, and monthly tollgate reviews to the division’s operation management team including division

President and often Company CEO.

Completed projects to save over $500,000 annually - Completed Boardmill Energy Reduction project, Fireguard

Density Improvement project, and P4.5 Scrap Reduction project that effectively utilized most DMAIC tools including

VOC, Kano models, prioritization matrices, design of experiments, box-cox transformations, hypothesis testing,

improvement pilots, and control plans.

Engrained Six Sigma into Organization - Mentored 4 green belts formally involving weekly meetings and quarterly

enhanced training sessions.

Developed Six Sigma Deployment Tactics - Member of divisional six sigma deployment team which developed

methods for incorporating DMAIC into plant operations, project prioritization and selection, rate of green belt

expansion, techniques for introducing methodology all levels of organization.

BUSINESS UNIT MANAGER, Macon GA, 2001 to 2002

PLANT PROCESS IMPROVEMENT MANAGER, Mobile AL, 1999 to 2001

FABRICATION DEPT MGR / GENERAL PRODUCTION SUPERVISOR, Mobile AL, 1997 to 1999

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BOARDMILL 1 LINE SUPERVISOR, Macon GA, 1995 to 1997

PROCESS ENGINEER, Macon GA, 1993 to 1995

PROJECT ENGINEER, Macon GA, 1991 to 1993

The roles shown above were critical to my success with Armstrong. My success in these roles enabled my

progression though Armstrong management. I was the youngest employee to obtain a job grade 14 within the

company. Responsibilities included supervision / management of production, maintenance, engineering, energy,

and waste water treatment facilities. Some of the significant accomplishments included

Finalist for Highest Award in Company, President’s Award for Excellence – Nomination was for the development

and implementation of a Daily Excellence Management System. Major focus was on downtime. We decreased

safety incidents in Mobile, AL fabrication department by 20%, scrap by 10%, downtime by 40%, manpower by

over 15%, while improving productivity by 8%. All results were achieved with no major capital investment.

Reduced Mobile, AL Plant Scrap from 4% to 1.75% - Put in systems, tools, and structures (from previous job)

plant-wide in order to reduce scrap and downtime. Major focus was on scrap.

Reduced Macon Boardmill Scrap by nearly 50% - Continued the development of process control strategies,

initially focused on scrap reduction. Lead people and implemented the systems which reduced boardmill scrap

from 2% to 1.1%.

Decreased maintenance cost by 10% - Applied same systematic focused approach to the foundation of

maintenance transformation.

W ESTVACO, Fine Papers Division (1989 to 1991)

Engineering Intern, Luke MD

EDUCATION

Bachelor of Science in Mechanical Engineering, 1987 to 1991

Virginia Polytechnic Institute and State University (Virginia Tech), Blacksburg VA

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