Kevin Potts

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**** ****** **** **

214-***-****

Frisco, TX 75034

abn0rp@r.postjobfree.com

MANAGER OF MANUFACTURING OPERATIONS

P&L / Turnarounds / Startups / Cost Control / Strategic Planning /

Process Engineering / Quality

Continuous Process Improvement / 5S / Lean Manufacturing / Toyota

Production System / TQM

ISO 9000 / Labor Relations / Union Negotiations / Process Control / New

Product Development

Plant Design & Layout / Policies & Procedures / Capital Budgeting /

International Operations

Outsourcing / Downsizing / Industrial Relations / Logistics

Award-winning manufacturing turnaround executive, restoring

underperforming operations and delivering on time launches and plant

conversions for new products. Identified standard methods that were too

costly and time-consuming and continuously improved processes that cut

costs, saved millions of dollars, developed new business and increased

revenue. Effected operations and made overnight improvements,

eliminating bottlenecks and leading facilities to achieve aggressive

corporate goals. Promoted through the ranks and experienced in domestic

/ international leadership with both union / non-union labor, making

drastic and immediate impact to bottom line.

Can-do leader and change agent, instinctively assessing people,

processes and business metrics and initiating change needed to pull

organization together to reach targeted goals. Passionate about

building relationships and developing and mentoring staff to executive

positions. Diplomatic visionary, easily winning people's confidence.

Bachelor of Science, Liberal Studies. Excelsior College of Albany, NY.

Extensive training includes Leadership, management, safety, diversity,

organizational development, project management, lean six-sigma and HR

management.

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__________________________SELECTED NOTABLE

ACHIEVEMENTS__________________________

. Developed standardized inspection criteria/verification stations in three

Toyota plants, reducing defects from 16+ to 1.5, saving ~$355K in headcount

and improving dwell times 8.5 hours.

. Turned around out-of-control maintenance/material spending, improving

indirect material operating cost at NUMMI Plant from -$30k to +$30k in less

than one year.

. Overhauled processes using 5S, reducing scrap costs $1.33 per product,

saving $347K+ per year, and reducing non-scheduled overtime from 6% to 2%.

. Met mandated headcount reduction with no volume loss or labor dispute

issues, saving NUMMI over $500K.

. Reestablished quality containment, process control and standardized work,

removing bottleneck, reducing product float 545 units, staff by 8 operators

and overtime from 18% to 3.5%, and eliminating repair - which reduced

indirect material 55%.

. Brought startup Fort Worth plant to full operational status,

standardizing processes, delivering benchmark for World Class quality and

reducing product float by 1100 units in three months.

. Oversaw plant conversion, launching new product, exceeding production

schedule by 3 days, allowing for reduction of overtime, indirect material

reduction and elimination of one shift.

. Spearheaded "out of box thinking" process, rearranging 38 department

operations to accommodate new product launch, with no negative impact to

production, labor or quality.

Areas of Expertise

. Production Operations & Safety . Production Resource Allocation

. Lean Manufacturing . Problem Solving Process

. ISO 14001 . Root Cause Analysis

PROFESSIONAL CAREER HISTORY

Lean Manager, Exide Technologies 2012 to present. Developed and

implemented multi-layer plant audit system to sustain key metrics such as

environmental, safety and 5S. Ensured 90 percent of plant staff was

engaged in continuous improvement. Met quarterly savings targets of

$125k through kaizen events. Ensured open action items were closed out

by end of month enabling improvement activities to be implemented and

realized. Coordinated, facilitated and hosted international

participants in week long kaizen events.

Plant Manager, CK Technologies, 2011 to 2012. Responsible for budget,

six direct reports, 50 employees on two shifts and all operations

related to fascia paint and assembly. Led Performance Improvement Team

(PIT) to assess all strategic operations for ramp-up readiness. Directed

implementation of Business Plan Deployment Strategy across site and

communized plan. Implemented daily 5S and Lean manufacturing principles

team.

o Hired a staff of skilled professionals from maintenance technicians and

purchasing and materials specialists to hourly paint and assembly

associates.

o Established manufacturing and quality control processes to achieve 90%

FTY in 90 days.

o Negotiated contracts with vendors for facility services and maintenance.

o Established indirect material selection and sourcing.

o Profitable within 5 months of starting.

o Established internal manufacturing schedule. Batching and sequencing to

achieve on time shipments.

o Reduced headcount 20% with zero negative impact.

o Established and implemented TPM of equipment and cross training of

associates.

Safety Specialist - Mining Services/Compliance, Regulatory and Risk

Assessment, Luminant (TXU Energy), 2010 - 2011.

Lead site safety development and improvement process through Lean tools and

methods. Advised and assisted in identifying opportunities for process and

safety improvements within operations and safety organization. Lead cross-

functional teams in the absence of direct supervisory responsibility for

those teams.

o Established Behavioral Based Safety process ->Eliminated potential MSHA

citations by 59 at-risk behaviors.

o Implemented visual management to establish Leadership Audits therefore

standardizing and sustaining site KPI's.

o Designed and delivered safety and compliance modules ensuring employees

retained their regulatory certifications.

o Conducted all Root Cause Analysis investigations and case management of

injuries.

Senior Group Leader - Injection Molding and Paint, Toyota/General

Motors (NUMMI), 2007 to 2010. Directed all areas of operation related

to Molding, Paint and Assembly. Managed 35+ hourly personnel and 11

robots producing 1388 bumpers for three models in 8 hours. Responsible

for high volume manufacturing. Managed over two hundred thousand square

feet of plant. Accountable for everything associated with safety,

people, quality, cost, throughput, energy reduction, forward planning,

total preventative maintenance and industrial engineering. Managed

operation using business plan deployment approach to manufacturing.

o Key member of Quality team charged with conducting process audits (SPC)

and corrective action planning resulting in an 8% improvement in quality

metrics.

o Skillfully executed end-to-end continuous improvement from gap

identification and corrective action to new procedure implementation

and staff training resulting in a 3% reduction in scrap materials.

o Administer customer complaint process to include site visits and

collaborating with production engineers to identify and solve issues.

o Oversaw Raw Materials Inventory working with ordering specialists and

vendors to communicate quality and delivery issues.

o Facilitated Problem Solving Circle Analysis Investigations in regard

to Safety, Productivity, Quality and Cost.

o Collaborated with team leaders to develop and implement best practices

for Manufacturing and Production Operations.

o Lead short-term production scheduling, forecasting and monthly

tracking.

Earlier: Group Leader (2003 - 2007)

Supervised a team of 21, including 4 team leaders, in the execution of

several critical production operations including: 11 FANUC paint robots,

mix room, clean room, conveyance and sub-assembly operations.

o Accountable for Safety, Production, Labor Allocation, Quality and Cost

Controls.

o Decreased OSHA recordable incidents through cross training and rotation.

o Initiated and coordinated inventory cost control program through FIFO and

kanban.

o Prepared and maintained production reports and personnel records

(Timecard, attendance, Change management and Coaching).

o KPI qualified to track major variables of operation and implement

continuous improvement projects.

Team Leader (1988 - 2003)

Supervised a team of 10 in paint repair production operations. Oversaw

daily production processes to include quality control, resource allocation,

scheduling and corrected out of standard conditions.

o Department cross-functional lead during a major model change. Global

exposure-> travel to Japan. Designed jigs and fixtures. Conducted pilot

tests/project management.

o Conducted promotion interviews. Labor relations and union workforce

experience.

o Facilitated dozens of Quality Circles. Tens of thousands saved over a 21-

year period.

o Trained 10+ production members on cycle time & cost improvements using

lean manufacturing & Kaizen methods.

EDUCATION AND MEMBERSHIPS

Excelsior College of Albany, NY. Bachelor of Science: Liberal Studies.

(2013)

Lean Six-Sigma Black Belt training

Project Management training

Alpha Gamma Sigma Alumni

Professional Education

Human Performance Improvement (HPI)

Behavioral Based Safety (BBS)

Total Preventative Maintenance (TPM)

Toyota Global Problem Solving (TPS)

ISO 14001 qualified Practitioner

Microsoft Office applications (Word, Excel, PowerPoint, Outlook, Access,

Visio and SharePoint)

Statistical Tools Used

DMAIC (Six-Sigma) Define, Measure, Analyze, Improve and Control. 5-Why,

Cause & Effect, Error proofing, workflow diagrams and statistical process

control.

Keywords

5-S Implementation

Standardized Work Creation

ISO 14001 System Practitioner

Kanban Process Management

Problem Solving Circle Facilitation

Visual Control Management

Production Operations

Lean Manufacturing

Production Resource Allocation

Toyota Global Problem Solving Process

Root Cause Analysis

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