Engineer Manager

MICHAEL G. WHITE, P.E., C.Q.E.

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

Fullerton, CA 92831 714-***-****)

SIX SIGMA & LEAN EXPERT AND LEADER • QUALITY DIRECTOR

INDUSTRIAL ENGINEER • QUALITY ENGINEER • FACILITY MANAGER

TEAM LEADER & FACILITATOR • SIX SIGMA & LEAN MENTOR

CONSENSUS BUILDER & CHANGE AGENT

E f f ective leader and f acilitator of c ross-f unc tional Six Sigm a and Lean process im provem e nt

teams with 10+ years experience in Six Sigma, Lean, and senior management and mid-management

p ositions. Highly adept in quickly finding underl ying r easons f o r sources of p rocess w a ste,

e rrors and variation. Very astute in determining m e n t o r i n g n e e d s o f t e a m a n d s t a f f m e m b e r s

w h o a r e l ess experienced and knowledgeable in quality and /productivity im provem e nt m e thods.

H ighly a nalytical, with a com p rehensive knowledge of the Six Sigm a and Lean tools, m e trics,

D MAIC, DFSS, Kaizen a pproaches . Proven ability to explain difficult topics ( e . g ., s t a t i s t i c a l

a nalyses) in a very understandable, practical m a n n e r t o t e c h n i c a l l y c h a l l e n g e d p e o p l e .

E x p e r i e n c e i n w o r k i n g w ith e xternal and internal c ustom ers. Consistent perform e r in obtaining

s ignificant process improvement results, b oth as a t eam l eader and as a trainer and coach.

M aster Black Belt and Lean Sensei. Highly energetic and positive team b uilder.

K aizen Events • S ix Sigm a & Lean Rollout Planning • A dvisor to Senior Managem e nt

S ix Sigm a & Lean Coach to Front-line Office and Floor Em ployees • T rainer

S im u lation & Process Modeling • A nalysis with Minitab • P roject Managem e nt Instructor

S ix Sigm a & Lean Author • Q uality and Facility Managem e nt

PROFESSIONAL EXPERIENCE

Qi2 (Quality Improvement International), Fullerton, CA, 1995 – Present

P resident/Founder

F ounded freelance Six Sigm a and Lean com p any in 1995. Hundreds of s u ccessful Six

S igm a and Lean project applications in bot h office/business and m a nufacturing processes

f o r ma king customer-driven improveme nts in a va riety of comp anies. Wo rked with executive

s taf f i n planning Six Sigm a and Lean com p any- and division-wide rollouts f o r m u lti-site

operations, including linking project metrics to strategic and operational objectives, identifying

p rojects to achieve the objectives, setting up l eadership Steering Committees, Reporting, and

B alanced Scorecards. Master Black Belt and Lean S e n s e i . V e r y e x p e r i e n c e d i n i d e n t i f y i n g

b arriers to im provem e nt and change and then w orking the issues, convincing others at all

l evels of the benefits from t he initiatives, culture change, and project success.

C ross-f unctional team r esults examples (all hands-on; either personally led or f acilitated):

• M arketing/Sales/Customer Service. Reduced throughput time by 75%; reduced internal

e rrors by 80% and escape errors by 50%

• A ssemb ly. Reduced labor per assemb ly by 30%; increased constraint output by 40%;

r educed throughput time & WI P by 65%

• S pecial Processes. Reduced throughput tim e and W I P by 50%; increased constraint

c apacity by 17%; reduced overtime costs by 50%

• R FP processing. Reduced RFP lead time by 50%; reduced errors/omi ssions by 80%

• P roduct Development. Improved OTD from 93% to 97%; reduced errors by 80%;

reduced throughput time by 75%

• Product Traceability (with company Controller/ Director of Finance). Reduced loss of

control/traceability by 85%; reduced Controller time handling these problems by 80%

• C ustomer Service. Reduced error rate by 70%; increased capacity by 45%

• N ew Product Launch. Reduced new product launch leadtime by 75%

• Purchasing. Reduced purchase order cycle time by 64%; reduced PO discrepancies by 75%

• Document Control. Increased capacity through Doc Control (Front End constraint) by 60%;

increased OTD from 90% to 95%

• Engineering. Reduced Engineering throughput time by 45%; increased amount of notice to

Purchasing and Production by 50%; reduced Planning and Programming errors by 75%

• M aterial Planning. Reduced Material Planning throughput time by 35%; reduced late

jobs

to floor by 65%

• H and Finish. Increased Hand Finish (constraint) capacity by 55%; reduced throughput

time by 35%

• A ssembly. Reduced Assembly scrap by 50%

• C ontract Review. Reduced leadtime by 75%; reduced errors/omissions by 50%

• S cheduling and Planning. Improved OTD from 81% to 90%; increased inventory

turns by 50%

• T ooling Control. Reduced delays in starting jobs by 50%

• Inter-Facility Flow. Reduced throughput time by 45%; reduced errors by 40%

• F ront End Value Stream. Reduced Front End throughput time by 60%; reduced delay in

notifying Purchasing and Manufacturing by 65%; reduced expediting costs by 65%

• Shipping/Receiving. Reduced Shipping/Receiving errors by 75%; reduced throughput

time by 30%

• C hangeover Reduction. Reduced changeover time by 65%

M a d e n u me r o u s p r e s e n t a t i o n s t o, a n d f a c i l i t a t e d o r l e d w o r k s h o p s f o r, b o t h s e n i o r

management teams and office/production floor audiences.

Manager, Advanced Quality Systems (D1-9000), AlliedSignal (now Honeywell),

Torrance, CA

( On 6-month Contract with AlliedSignal). Organized, developed, promoted, and

implemented quality improvement and waste reduction projects at multiple sites for

increasing customer satisfaction and reducing quality costs. System included the use of

process improvement approaches and tools (Lean, PDCA, SPC, FMEA/Risk Analysis,

Process Capability, etc.) in integrated product development, manufacturing, corrective action,

supplier quality management, and administrative improvement processes. Organized sector-

wide, multi-site AQS national conference and monthly round-robin teleconferences to

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further AQS implementation and share best practices and standard work. Champion and

change agent for sector-wide strategic shift to Continuous Improvement.

Various, progressive positions at Avery Dennison, Pasadena, CA 1989-1995

Fasson Merchant Products Division of Avery Dennison, Rancho Cucamonga, CA

Quality Director and Facility Manager

F acility manager of 105-person, $40 million-sales processing, finishing, and

warehousing facility. Directly supervised production manager, administrative support,

process/project engineers, environmental engineer, maintenance supervisor, safety

engineer, materials manager, and QA supervisor. Mentored key staff members. Reported to

Division General Manager located in Ohio. Complete responsibility for all plant budgets (both

planning and spending), and customer-focused strategic planning process.

• Gained consensus of organization to change major facility strategies to improve quality, safety,

processes, and costs and to transition to a team-based organization.

• Guided smooth change of facility “ownership” from one Avery Dennison division to another,

including project planning for and qualifying new products; extensive facility and

technology changes; supporting systems changes; and organizational changes.

• Developed asset utilization plan to maximize equipment utilization.

D irector of Division Quality for three-site operation. Member of Division Redesign task force.

Responsible for all in-house and supplier product and service quality.

• L ed Continuous Improvement strategic planning and project management processes.

• Led customer survey preparation, statistical analysis, and follow-up planning.

• H elped restructure the division to provide high-performance, self-directing, flexible work

teams.

• Successfully applied value-added analysis, re-engineering, and risk planning for improved

product reliability and Product/Process Capability Studies, DOE, SPC, etc. for process

improvement and waste reduction.

• L ed benchmarking planning and Malcolm Baldrige self-assessment. Implemented action

items to close the gap.

• Streamlined and upgraded facility QA function to maintain and improve effectiveness with

reduced (25%) headcount.

• G uided the redesign of the complaint handling and follow-up process so that it became

operated by the process owners (non-exempt employees). Led to 60% reduction in

turnaround time.

A very Dennison Corporate Office, Pasadena, CA

S enior Associate, Corporate Manufacturing, Engineering and Quality

Drove the strategic corporate cultural change for Quality and World Class Manufacturing

(WCM) and Operational Excellence championing and internal consulting for Fortune 200 company.

Assisted Corporate, Group, Division and plant staffs and teams with OE planning and implementation

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projects. Led Corporate TQ Council for advancing applications world wide, and sharing

best practices.

• Trained and coached over 200 people from over 15 North American and European divisions

and plants with customer-focused applied statistical methods (DOE, SPC, Product Capability

Studies and Improvement), waste reduction, Integrated Product Development/ QFD, and other

TQ and WCM planning and implementation. Dozens of successful projects to significantly

reduce product and process variation, quality costs, and production line startup times and

costs.

• P erformed capital reviews and assisted Corporate staff with strategic and project

planning.

Awarded special stock option bonus by CEO for quality and productivity results achieved

(over $2 million/year in savings).

Various progressive Quality and Industrial Engineering Positions 1982-1989

General Dynamics, Pomona, CA

Engineering Specialist

Senior project engineer, point man, and change agent to division Continuous Improvement planning

and implementation team. CI advisor to other divisions. Statistical analysis. Supervised

Advanced Manufacturing Engineers.

• Managed project to design paperless PC-based SPC network for several geographically dispersed

facilities.

• T rained managerial and non-exempt personnel in Lean (Just in Time, JIT). Helped design

flexible work cells and teams. Provided training in DOE to technical professionals.

• Received Excellence Award and bonus from Production Director for DOE and SPC applications.

• R eceived Quality Improvement Award from Operations Vice President.

ITT Cannon, Santa Ana, CA

Manager, Special Projects; Senior Industrial Engineer

Supervised Industrial Engineering and administrative personnel. Project engineer, systems analyst,

and division-wide champion for strategic conversion to Just in Time for start-up and implementation

of a “pull” scheduling and job planning system project to replace MRP. Led Quality Circle team.

• T rained plant personnel in JIT (Lean) principles, setup reduction, SPC, and applied Value

Analysis.

• Achieved a total of over $1 million of process improvement savings.

• R eceived Excellence Award from Dr. Genichi Taguchi at 1985 Taguchi Symposium for

published and delivered paper. Paper was published by Dr. Taguchi in his U.S. Case

Studies text.

• Led the conversion from MRP to a JIT-based scheduling and planning system. Completed four

weeks of training from Eli Goldratt on TOC and JIT principles and implementation methods.

Also received training based on Richard Schoenberger’s World Class Manufacturing

(JIT) research. Note: the planning and scheduling system (OPT) was based on Eli

Goldratt’s finite capacity scheduling and theory of constraints principles. Achieved a 50%

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reduction in reduce inventory, a 25% i ncrease i n t hroughput c apacity a nd c ycle

t imes.

O ptim ized bottleneck and non-bottleneck resource utilization, reduced past-due

s h i p m e n t s b y 3 0%, a nd r educed e xpenses b y 1 5%.

EDUCATION & CERTIFICATIONS

B S, United States Air Force Academ y, Colorado Springs, CO

M BA, Golden Gate University, San Francisco (Sacram ento Cam pus), CA

R egistered Professional Engineer (Industrial), California License I-4040

C ertified Quality Engineer, Am erican Society for Quality (ASQ) Certificate Num b er 41220

C ertified Provider for Supplier Excellence Alliance (a consortium o f m a jor U.S. aerospace

c om p anies) in Operational Excellence (Lean) and in W o rkforce Developm ent (Developm ent

o f Visual Wo rk Instructions on Standard Wo rk based on Best Practices; and Train the Trainer)

C ertified Six Sigm a Black Belt, ASQ Certificate Num b er 2910

C ertified Boeing D1-9000 Advanced Quality System ( AQS) Instructor

M em b er, Board of Exam iners, California Awards for Perform a nce Excellence TM ( Malcolm

B aldrige) (2002)

T aguchi Excellence Award

OTHER PROFESSIONAL QUALIFICATIONS

I nstructor and consultant for the Califor nia Manufacturing Technology Center (CMTC),

Centers for Applied Competitive Technology (at: College of the Canyons, El Camino and Glendale

Colleges).

A uthor of D OE Made EZ – A P ractical I ntroduction to Design of Experim e nts .

A uthor of several com puter-based training c ourses (Six Sigm a, Lean, DOE, SPC, FMEA, and

A pplied Industrial Statistics). Courses include e xaminations, on-line tutoring, and certification

o f students.

A uthor of “Alternate Solutions to Optim um L ot Size” white paper which integrates flow line

s im u lation m odeling output, a tem p late for determ ining optim um l ot sizes based on m a xim i zing

p rofit (using throughput volum es and W I P levels by lot size from t he sim u lation runs), and

s t a t i s t i c a l m o d e l b uilding. Also for bottleneck optim ization.

PERSONAL

M arried, lives in Fullerton (in Orange County), CA. Hobbies include staying in c a b i n i n t h e

w oods (Mount Baldy) on weekends w ith our pets, p hysical fitness including resistance training and

running 5K races, avid reader, and non-fiction writing.

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