Mark Anderson

Mark email: abnssy@r.postjobfree.com

**** ******** ***** *****: 330-***-****

Poland, Ohio 44514

PROFESSIONAL SUMMARY

Results oriented individual seeking a challenging leadership position at a company with an aggressive Continuous

Improvement philosophy, enabling me to leverage my knowledge of Manufacturing, Engineering, Problem Solving and

Lean Manufacturing Techniques.

WORK EXPERIENCE

Delphi Packard; Warren, Ohio

Lead Continuous Improvement Engineer 11/05 - Present

Scope of Responsibilities:

Identify and execute continuous improvement strategies to lower overall costs in a metal stamping facility with

48 high speed presses. Supervise Continuous Improvement Engineering staff of 2 Engineers. Lead/Coach

technical problem solving projects and Lean initiatives focusing on reduction of overall manufacturing cost.

Recent Projects Lead:

Design and implemented machine scheduling system based on customer forecasts, cycling capability and

best changeover sequence in metal stamping departments. 30% finished goods inventory reduction.

Excel based departmental cycling capability simulation to determine optimum manufacturing lot sizes based

on variables of volume, changeover time and manning levels.

Ability to forecast raw material requirements based on the manufacturing plan vs. historical usage.

Stock processing value stream analysis. $800K/year savings by outsourcing slitting and in-sourcing plating of

raw stock.

Die Detail Refurbishment program. Led project team to analyze over 5000 tooling detail part numbers. Parts

were chosen to be refurbished and re-used in-house before purchasing new. 35% reduction in spare part

expense.

Senior Lean Manufacturing Implementation Specialist 8/04 – 11/05

Provided Lean expertise and training to Injection Molding, Cable Make and Metal Stamping Plants

Lead Changeover Time Reduction, Pull Systems, Workplace Organization, Scheduling, and Maintenance

Support projects and workshops in manufacturing plants in Ohio and Mississippi operations.

Process Engineering Supervisor

Scope of Responsibilities: 6/00 – 8/04

Supervised an Engineering staff of seven Engineers in support of an Injection Molding facility with 62 (90T-

300T) molding machines. Provided Process, Electrical, Mechanical and Tooling support.

Major Projects Lead:

Mold tool change over time reduction effort reduced average changeover time from 8 hours to 4 hours (good

part to good part). Utilization of SMED principles.

Reduced plastic part quality containment costs by 75% through mold tooling improvements and

implementation of cycle based Preventive Maintenance plan for mold tools.

Designed and implemented a machine scheduling system based on department cycling capability and best

changeover sequence. Fed plastic components JIT to assembly modules. Inventory reduction from 5 days to

3 days total parts.

Improved plastic part material handling systems and standardized/simplified End-of-Arm tooling. Reduced

total changeover time and improved machine manning ratios from 3:1 to 5:1.

Machine spare part documentation project reduced indirect material inventory costs by over 30% and

improved machine downtime due to part shortages.

Manufacturing General Supervisor

Manufacturing 1/89 – 6/00

Held the position of General Supervisor of Manufacturing in four separate manufacturing plants in Ohio and

Alabama.

o Supervised up to 6 Manufacturing Supervisors with direct reports of up to 80 hourly workers.

o Supervised processes of: Wire Cutting, Metal Stamping, Injection Molding and Assembly.

Involved in two successful plant startups

o Shared recognition within one plant awarded a Shingo prize for Manufacturing Excellence

Manufacturing Supervisor

Manufacturing 2/87 – 1/89

Supervised up to 30 hourly employees in wire cutting/lead preparation departments supporting a wiring

harness assembly plant

Quality Engineer 6/85 – 2/87

Supervised 10 Quality Inspectors in wire cutting/preparation and wiring harness assembly plant

Steel Company; Girard, Ohio

Product/Plant Engineer 8/80 – 6/85

Designed and installed machinery foundations and crane runway in cold roll forming mill plant expansion

Designed and drafted a $15M cable tray system for Dade County, Fla. mass transit system.

Product Draftsman 8/75 – 8/80

Drafted various highway and drainage products while attending Youngstown State University

EDUCATION

BA Engineering Youngstown State University, Youngstown, Ohio (1980)

Major: Civil Engineering (Structural)

MBA Currently pursuing

Certifications: Shainin Journeyman

Six Sigma Green Belt

Partial Project Listing

The following is a partial list of projects of various types that I have identified and completed in an attempt

to illustrate my background. The Kaizen events typically are projects more limited in scope and

accomplished in a short period of time involving small teams of operators, engineers, etc. meant to solve

problems and improve flow at departmental levels. Lean Initiatives are projects at a more systemic level

involving a greater portion of the entire value stream. Typically these projects have a greater impact on

overall costs. Technical projects listed were completed to solve very specific problems of a particular

process and incorporated six sigma or Shainin problem solving methodologies. Results of these projects

are typically read-across to other similar processes locally.

Kaizen Events

Kaizen

Revise Leap Prep department (4421) layout to improve in process material flow, reduce wasted movement

and minimize year to year model change revisions.

Revised layout of wire store and color coded by car line to improve flow of material and reduce mis-

identification of leads.

Combined High speed and Low speed LFT cutting areas and Banked machines to equalize work load and

reduce machine changeover interference. Resulted in doubling of output off of LFT cutters in plant 44.

Before: Low speeds – 1 operator on 3 machines

High speeds – 1 operator on 2 machines

After: Each bank consists of 2 high speed machines and 2 low speed machines w/ 2 operators

Per bank.

Revised Index line blow offs to eliminate solder on splice end of leads. Reducing solder cost by

$10K/year.

Pilot production program involving team leaders, plant 43 (Ala.). Cut exact quantities of leads required for

pre-production build of Engine harnesses for Doraville plant.

Designed and implemented photographic quality workmanship standards throughout leap prep areas.

Redesign finished goods material buffer for molded parts from 1 day final ass’y going rate for each part to

an inventory buffer based on final ass’y build rate vs. molding tool capability. Inventory levels ranged from

8 hours to 5 days of final ass’y going rate with no overall increase in floor space used. Eliminated

assembly cell down time caused by part outages.

Implemented “bucket style” end of arm tooling for molded part material handling systems. Significantly

reduced the amount of end of arm tooling changes required at mold changes. Bucket style end of arm

tooling were common for all non-oriented parts. Reduced wear and tear on x-axis of servo robot. Buckets

accumulated multiple mold shots before dumping.

Eliminated egg crating in all molded part containers significantly reducing machine downtime.

Instituted morning shop floor start up meetings between Manufacturing, Maintenance, Engineering.

Improved communication between, coordination and prioritization of resources. Reduced machine

downtime, improved lead time to completion of project work.

Elimination of Nitrogen Gas Assist process in press fit plates. Process never proved controllable and

resulted in approximately $250,000 /year in containment costs. PPAP’d all plates with out gas and

eliminated containment due to non-fill conditions. Slightly higher material costs vs a more consistent part

and zero containment cost.

Designed semi-centralized mold storage from point-of-use storage. Pure point-of-use not practical due to

space restrictions at the machine and machine reloading based on continuous ramp up of requirements

and year to year model changes.

Converted molded part containers from plastic tubs to cardboard boxes for remote shipment of plastic

parts. Minimal capital investment required.

Mold process optimization. Reduced cycle time on GMT800 fuse block from 35 secs to 29 secs.

Increased tool capacity by 20% to meet GM demand. Involved optimization of molding process, handling

system process and part packaging. Prevented weekend overtime costs.

Redesigned mold tool straps to maintain precise gap when closed in storage. Significantly increased

operation of automatic mold change sequence on Battenfeld mold machines.

Mold machine barrel and screw replacement initiative. Implemented visually apparent spare assembly

area and reconditioning program in support of preventive maintenance program on 48 mold machines.

Standardized mold change and storage equipment and technology across multiple brands of molding

machines for more flexible machine loading and operator interface.

Standardized material handling system lubrication methodologies to ensure proper lubrication of

equipment. Reduced equipment downtime due to dry conditions.

Designed molded part packout conveyor station to facilitate continuous supply of packing materials to

packaging personnel. Increased out put by 35%.

Lean Initiatives:

Lean

Mold change improvement- Improved mold change time in plant 19 from an average of 8 hours to 2 hours

good part to good part.

Implementation of cycle based mold tool preventative maintenance program.

Mold machine scheduling system. Reduced molded part inventory to an overall average of 3 days.

System mixed remote ship and in-house final ass’y requirements into a machine loaded daily schedule

System

considering best changeover sequence, material and labor requirements. Virtually eliminated assembly

considering

area downtime.

area

Documented complete electronic bills of material covering two mold machine brands and five tonnage

ranges over 2000 part numbers. Provided complete drawing files with OEM and Delphi part numbers for

ranges

shop floor use. Reduced downtime due to maintenance searching for parts, particularly on off shifts.

shop

Data was used to more accurately stock parts cribs.

Data

Designed and implemented simplified part handling systems made from Creform material. System relied

on less electronic parts. Maintenance history showed ZERO breakdowns over 1 year period and excellent

on

operator feedback. Allowed for increased man-machine ratios.

operator

Implemented FTQ targets for all metal stamping tools based on historical data. Performance monitored in

daily shop floor meetings involving cross functional team. Tools running at unacceptable FTQ levels were

daily

evaluated and corrected at soonest opportunity. Reduced scrap by 10-20% and valuable data collected to

evaluated

be used on additional continuous improvement projects.

be

Control charting of stamping process developed using existing vision system data developed to

dimension process shifts due to improper tool setup, material differences, etc. Needs further development

dimension

for use as process control system.

for

Evaluated raw material value stream from suppliers to stamping press. Study verified that in-house

plating process was competitive however in-house slitting of strip stock was non-competitive. Value

plating

stream was revised to eliminate all in-house slitting and in-source all possible plating of material. Project

stream

resulted in a yearly savings of $900K in labor and material costs and an average parent coil inventory

resulted

reduction of over $100K.

reduction

Developed Excel based departmental simulations for determining optimum cycling capability. Inputs- part

numbers, volumes, avg. changeover time, up-time, shift patterns, lot sizes, press speeds, etc. Variables-

numbers,

shift patterns, lot sizes, changeover time. Outputs- no. of changeovers required, finished goods inventory

shift

levels. Used to determine best combination of lot size, shift pattern.

Developed Excel based machine loaded stamping press scheduling system based on the above

simulation. Uses daily SAP forecasted customer requirements and inventories, incorporates best

simulation.

changeover sequence at the machine level to develop a weekly manufacturing plan for use by the

changeover

departmental manufacturing supervisor and PC&L group. Since implementation, premium transportation

departmental

has been reduced to negligible amounts and finished goods inventory levels have been reduced by up to

has

35%.

Incorporated raw material forecasting into the above scheduling system. Forecasts 2 months of

requirements for over 200 stock specs based on the scheduled manufacturing plan. Has reduced raw

requirements

material inventories by approximately 25%.

material

Implemented a die detail refurbishment program to reduce indirect material costs. Team analyzed over

3000 die details for refurbishment in in-house tool room. Prior to this project all details were disposed of

3000

after initial use. Currently, identified details are returned to tool crib after use and evaluated and re-

after

worked by refurbishment team for additional use. Re-work area currently employs 3 full time toolmakers.

Project has reduced indirect material costs by 25-35%.

Technical Projects:

Elimination of gate vestige on upper housing of GMX-130 IP Bussed Electrical Center (Plant 19). Red X –

wear of injection screw and check valve assembly. Eliminated containment of part. Initial Shainin

wear

Apprentice project.

Insufficient de-flash of rubber molded ignition boot (Plant 12). Project identified numerous issues,

inconsistent amounts of media, wear and tear on throw wheel, non-optimal process parameters of throw

inconsistent

wheel speed, batch size, blast time and rubber part cure time. Containment cost savings of $500K / year.

wheel

Elimination of False Paper Break faults on high speed stamping presses. Red X – Interaction of terminal

count wheel and Red Lion part counter due to vibration in terminal strip. Eliminated false failures by

count

pausing count or terminals during cut, strip, load process. Scrap savings of $50K / year. Shainin

pausing

Journeyman project.

Journeyman

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