Six Sigma Manager

Dave M. Kallgren

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

Cincinnati, Ohio 45243

Phone: 513-***-****

E-Mail: *********@*****.**.***

Experience:

Northern Kentucky Greater Cincinnati Lean Consortium

*/** ** *0/09

Lean Six Sigma Black Belt

As a volunteer, developed training curriculum for Green Belts, Introduction to Six Sigma,

and Statistics for Six Sigma. In conjunction with Association for Manufacturing

Excellence conducted assessment audits at manufacturing facilities in Northern Kentucky

and Southwest Ohio.

Progress Rail Services-Manufacturer of Engineered Products for Railroad Industry

11/04 to 12/08

Facility Manager (Six Sigma Black Belt/Sponsor/Lean Specialist)

Improved profitability, resource allocation, manpower utilization, safety, quality, and

production through-put. As sponsor of the continuous improvement initiative, re-

organized the decision making system utilizing TQM, Lean Techniques, and applied

DMAIC Six Sigma discipline. Improved process throughput 52% in first two years of

implementation and 100% in four years. With hands-on approach, organization improved

Safety Awareness (incident rate cut in half), and Quality (defects decreased to less than

three tenths of a percent of output). Results achieved using a variety of Six Sigma

techniques but primarily Value Stream and Process Mapping, SPC, Capability Analysis,

Root Cause determination, Standardized Work, creation of Pull system and improvement

of Flow combined with detailed project management. Performance Improvement

activities included employment of team concepts, reduction in variation of processes,

productive maintenance, implementation of 5s program, incremental continuous

improvement initiatives, and implementing a learning organization philosophy for

Management, Supervisors, and Work Force.

Nortrak- Manufacturer of Engineered Trackwork for Railroad Industry (Company was

previously known as MeridianRail, ABC-NACO, ABC Rail, and ABC Rail/Cogifer

Technologies)

8/1994 to 11/2004

As Operations and Systems Improvement Manager in several key positions, implemented

TQM and Lean Techniques, improved through-put (Revenue) by 50% over two year

period, consolidated operations to maximize core competencies, implemented backlog

management, streamlined purchasing/material management activities, and

implemented/configured SAP (ERP system) functionality. Successfully improved

inventory control, process and information flows, and implementation of a balanced

scorecard, QFD, FMEA analysis, benchmarking, and value stream mapping.

Early Career Summary:

Progressed through Industrial Engineering and Quality disciplines with increasing

responsibilities. Initiatives included time and motion improvements, new equipment

justifications, flow analysis, cost reduction, inspection, defect prevention, and

departmental management of Engineers and Quality professionals. Promoted to line

Supervisory positions leading to departmental management, single facilities, and multiple

facilities responsible for bottom line, P&L results. Continuous Improvement activities

expanded to development of culture, initiatives to create a learning organization, and

expansion of workable programs such as team building, process control via statistical

methods, root cause analysis, and elimination of non-value activities through value

stream mapping and flow management.

Education

B.S. Ed. Miami University, Oxford, Ohio

Xavier University, Cincinnati, Ohio 26 graduate hours, Business Administration

Miami University, Hamilton Branch 27 undergraduate hours, Business Administration

and Operations Management

St. Cloud University, Saint Cloud, Minnesota 12 undergraduate hours and 3 graduate

hours in Business Administration

Licensed Secondary School Teacher in Ohio for Social Studies and History.

Certified Six Sigma Black Belt

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