TIM CHRISTLIEB

**** ******* ****, *******, ** ***41 . Home: 678-***-**** . Cell:

678-***-**** . abq0op@r.postjobfree.com

SUMMARY

High impact, visionary business leader demonstrating value by delivering

enhanced productivity, streamlined operations, and improved financial

performance. Lean Six Sigma Master Black Belt with a Manufacturing/Quality

management background in the automotive, aerospace and consumer products

industries. Adept in manufacturing and transactional environments. Leader

of multiple corporate-wide Lean Six Sigma deployments including selection,

training, and mentoring of Black Belts, Green Belts, and Lean Specialists

delivering over $40M in benefits.

Six Sigma Lean Manufacturing Management &

Transformation Engineering

Quality Management & Project Customer Relationship

Engineering Management Management

Team Building Strategic Training & People

Planning Development

Key Accomplishments

. Led the operational excellence strategy for the global supply chain of a

well-known Fortune 500 consumer products company, specializing in custom

as well as stock products, delivering $10M in net productivity savings.

. Developed and deployed the complete Lean Six Sigma initiative for a

global multi-site aerospace corporation delivering $15.7M productivity

savings.

. Managed $360M of the military spares business accounts for a large

multinational aerospace corporation while improving On-Time Delivery

(OTD) from 91.5% to 95% and reducing average request for quote (RFQ) turn

around time by 72%.

. Delivered $11.7M of direct productivity savings for a world-class

producer of aircraft engine components.

. Successfully launched a $4M high volume, high mix metal finishing

operation on schedule and within budget for a well-known Tier 1

multinational automotive components OEM.

PROFESSIONAL EXPERIENCE

Resolute Management Consulting; Atlanta, GA 2012 - Present

President

Partnering with clients to develop and execute proven operational

excellence strategies consistent with organizational goals to achieve

significant improvements in cost, quality, delivery, and culture change.

Newell Rubbermaid - D cor GBU (Levolor); Atlanta, GA 2010 - 2012

The most recognized name in custom window coverings today. Brands Levolor,

Kirsch and Amerock offer blinds and shades solutions in a wide variety of

vertical, aluminum and wood blinds; cellular and woven wood shades; sheer

vertical window treatments; decorative drapery hardware; and cabinet

hardware.

Director, Operational Excellence

Developed and led the operational excellence strategy for the global supply

chain consisting of 4 manufacturing sites in the U.S., Canada, Mexico and

China in addition to a supply base primarily located in the U.S., Mexico,

China, Thailand and Vietnam.

. Created and chaired the OPEX steering team to challenge existing

practices and identify/prioritize improvement opportunities. Led a team

of 7 including 4 operational excellence managers and 3 productivity value

engineers.

. Designed and managed a robust operating rhythm and portfolio exceeding

300 projects delivering net productivity savings of $10M.

. Delivered a distinct competitive advantage to the company by designing

and executing the manufacturing plan and cellular layout for the

CustomSizeNowTM blinds/shades cutting machines currently operating in

over 800 Lowe's home centers nationally.

. Initiated and implemented a fabric cut order-planning system in a custom,

make-to-order window covering distribution facility resulting in $400K

annual scrap reduction and 50% fabric remnant inventory reduction.

. Planned and facilitated multiple value stream mapping and kaizen events

both internally and externally to achieve productivity targets.

. Transferred Lean Sigma knowledge to the organization by developing and

delivering Black Belt, Green Belt and Yellow Belt training.

General Dynamics - Jet Aviation, Inc.; St. Louis, MO 2008 - 2010

Designs, manufactures, installs and certifies interior completions and

provides MRO services for custom business jet aircraft.

Director, Continuous Improvement

Developed and deployed the lean transformation strategy consistent with

organizational goals to achieve significant improvements in cost, quality,

delivery, and culture change.

. Designed and installed a line-side supermarket pull system for internal

production staging and distribution of major aircraft components

immediately adjacent to the work stations in the hangar eliminating stock-

outs resulting in 30% OTD improvement.

. Converted an outmoded wood laminate solvent-based coating process to UV-

cured water-based reducing rework by over $1M per year.

. Transformed an ineffective suggestion program into an effective employee-

empowered quick and easy kaizen idea implementation system.

. Achieved 50% cycle time reduction in aircraft seat manufacturing via

introduction of cellular manufacturing.

. Created a new continuous improvement department. Recruited, led and

developed a staff of 5 lean manufacturing experts to improve cost,

quality, and delivery in their assigned areas. Introduced project A3

problem solving methodology.

. Developed and delivered all continuous improvement training material

including a 2-day foundational lean skills workshop to the entire company

workforce of 1200 and a 32-hour lean specialist training course for

certification.

The NORDAM Group; Tulsa, OK 2004 - 2008

Designs, certifies and manufactures integrated propulsion systems, nacelles

and thrust reversers for business jets. Manufactures composite aircraft

structures, interior shells, custom cabinetry, radomes, and aircraft

transparencies such as cabin windows, wing tip lenses and simulator

screens. One of the world's largest third-party providers of maintenance,

repair and overhaul (MRO) services to military, commercial airline and air

freight markets.

Director, Six Sigma 2005 - 2008

Built the complete corporate Lean Six Sigma infrastructure to include 9

global manufacturing sites in the U.S., U.K., and Singapore. Developed

strategies and tactical plans mapped to align with corporate goals. Created

and chaired the Lean Six Sigma Council. Established governance, developed

strategies, and established project goals for all business units.

. Trained and mentored 13 Black Belts and 40 Green Belts who successfully

led over 100 projects and delivered $15.7M in productivity.

. Achieved 33% yield improvement on laminated windshields by improving the

measurement system and using DOE to identify and control key process

input variables resulting in $1M scrap reduction.

. Led a mission-critical thrust reverser MRO project delivering 50%

throughput improvement resulting in $5.76M additional annual revenue and

40% WIP reduction.

Director, Quality and Continuous Improvement - Transparency Division

2004 - 2005

. Successfully recruited, trained, managed, and motivated the business unit

quality organization staff of 11 to achieve company goals.

. Reduced internal quality audit findings by 50% and reduced time to

closure by 30%.

. Implemented an operational excellence program incorporating various

process improvement tools reducing mfg scrap by 33%.

. Conducted Six Sigma orientation for all employees. Trained 3 Black Belts

and 4 Green Belts whose projects generated $603K savings.

General Electric Aircraft Engines (GEAE); Cincinnati, OH 1998 - 2004

GEAE is the world's leading producer of aircraft engines.

Customer Account Manager - Military Engines Operation, Spare Parts Sales

2003 - 2004

Primary inside sales and customer-facing support chartered with

establishing, implementing, managing, monitoring and improving the Inquiry-

Order-To-Remittance (IOTR) process for the military spare parts

distribution system.

. Achieved 67% labor reduction and improved customer responsiveness while

managing 24% ($360M) of the military spares business accounts by

developing and executing a project plan to outsource administrative work

content (i.e. RFQ and order entry, database management, correspondence,

telephone inquiries) to the customer support center (CSC), a contracted

call center service.

. Received a leadership recognition award for spearheading a joint GEAE/US

Air Force team in transforming a manual ordering system into an

electronic ordering capability via electronic data interchange (EDI).

Reduced channels of transactional distribution from four (phone, fax,

email, U.S. mail) to one (EDI) resulting in a 75% administrative lead-

time reduction.

. Increased On-Time Delivery (OTD) from 91.5% to 95% by reducing

bottlenecks in coordination with the supply chain team. Reduced average

request for quote (RFQ) turn around time by 72% through data analysis and

a weekly rhythm of follow up actions. Delighted DCMA customer by

digitizing a customer-critical contractual requirements report previously

generated manually.

. Leveraged Siebel, Oracle's comprehensive CRM system, to order management

and supporting organizations. This digitized solution transformed a

manual record keeping process from a paper folder file system into a web-

based case record database resulting in greatly improved record

organization and 75% reduction in related administrative activity.

Six Sigma Black Belt - GE Elano Division; Dayton, OH 2001 - 2003

Elano is the world's largest designer and manufacturer of precision tube,

duct and manifold systems for the global aircraft engine market.

Reporting directly to the President/CEO, leveraged leadership skills to

drive the Six Sigma strategy and execution throughout the domestic and

international business units. Cultivated Six Sigma skill sets and developed

project leaders through educating, coaching, and mentoring 45 Six Sigma

practitioners (Green Belts) and hourly employees on Six Sigma philosophy

and application.

. As Productivity Y leader, delivered substantial financial benefits to the

business by engaging and energizing Green Belts and leadership team.

Surpassed FY01 Six Sigma productivity goal by 26% ($3.3M v $2.62M), by 5%

in FY02 ($6.3M v $6.0M). Delivered direct labor productivity improvement

of 10% in FY01, 8.4% in FY02.

. Led error proofing, braze, metal fabrication, casting, benching, and

welding projects yielding $300K annual savings.

. Reduced wear sleeve mislocation quality escapes by 77% and reduced

furnace braze defects on a high-volume, problematic part by 82%.

. Stabilized output through Lean activities including Action Work Out

(AWO), tollgating, standard work, simplified routers, POU tooling and

workstation development resulting in 32% cycle span reduction for OEM

hardware.

Value Process Engineer - GE Elano Division; Dayton, OH 1998 - 2001

. Introduced the company's first all-electric, state-of-the art CNC rotary-

draw tube bending machines, tooling, and training resulting in increased

throughput via elimination of butt-welding operations worth $1.4M

annually to the bottom line.

Implemented the company's first 5-axis CO2 laser cutting/drilling operation

reducing annual outsourcing costs by $500K.

Estimated new business proposals and spearheaded new product introduction

programs via the GE product development tollgate process yielding $3.5M

in annual sales.

. Cellularized cleaning, hydrostatic pressure testing, and fluorescent

penetrant inspection (FPI) operations yielding 50% productivity increase

over the previous cleaning process and 35% non destructive testing (NDT)

productivity improvement.

. Applied Six Sigma methodology yielding 25% reduction in form die build

cycle time while earning my Six Sigma Green Belt certification.

. Managed the upgrade of used and the procurement of new component repair

steam cleaning facilities resulting in $125K annual productivity

improvement. Implemented a projectile tube cleaning system resulting in

$90K annual productivity improvement.

General Motors Corporation - Delphi Chassis Systems Division; Dayton, OH

1995 - 1998

World's leading manufacturer of powertrain and suspension mount products

for the domestic and global automotive markets.

Manufacturing Engineer

Project manager responsible for a $4M capital budget chartered with

conceiving and executing the start-up of a high volume, 3-shift, 120 union-

employee metal finishing operation and distribution system supplying a

$450M automotive engine mount components plant.

. Successfully launched this strategic insourcing initiative on schedule

and within budget.

. Established production requirements for high volume (200,000 part daily

capacity) metal finishing processes including zinc phosphate, aluminum

etching, caustic degreasing, grit blast, and all associated material

handling equipment.

. Developed detailed technical specifications for new pretreatment

facilities and controls, developed RFPs, analyzed competitive proposals,

and presented recommendations to purchasing management. Drove and

coordinated bid review, negotiations, supplier evaluation and selection.

Utilized project management skills to closely monitor and guide suppliers

through design, build and installation.

. Managed the layout and installation of new equipment with project team,

plant engineering, and maintenance. Coordinated equipment runoff,

troubleshooting, and start of production. Authored all advanced product

quality planning documentation, operator instructions, preventive

maintenance, and provided training per QS9000 requirements.

. Developed and implemented the distribution system including pack-out

design, shipping/receiving area design, and "milk-run" delivery schedules

to the assembly plant resulting in zero line stoppages.

. Managed new product introduction including estimates, facilities,

tooling, operations, and coordination of Production Part Approval Process

(PPAP). Led cross-functional kaizen workshop teams identifying and

delivering $1.25M cost avoidance.

GenCorp - Automotive Vibration Control Division; Peru, IN 1991 - 1995

An industry-leading manufacturer of injection molded, rubber-to-metal

bonded vibration control products and metal stampings for the domestic and

international transplant automotive markets.

Supervisor, Quality/Manufacturing Engineer

. Managed the interface with customers, suppliers, and manufacturing

regarding all quality-related issues and concerns for a joint venture

partnership with a leading Japanese automotive components producer

supplying parts to the Ford-Mazda joint venture Auto Alliance

International (AAI) - Ford Probe, Mazda 626 and Mazda MX6.

. Supervised a 40-person union workforce and two quality technicians in the

metal stamping operation.

. Instituted a quick die change program utilizing SMED techniques resulting

in 60% stamping die changeover time reduction.

. Managed reactions to all customer quality concerns, including customer

communication, customer quality performance tracking, containment, and

corrective and preventive actions.

. Led the returned material distribution process. Established a material

review board to review internal scrap and customer returns. Facilitated

root cause analysis and corrective action. Reduced returned material rate

by 67% within 120 days.

. Performed both internal and supplier quality system audits. Managed post

audit follow-up including reporting, corrective action tracking,

verification and close out.

. Reduced cost of quality (COQ) by 25% by leading shop floor deployment of

quality policies, procedures, controls, practices, training, and audits

including advanced product quality planning (process flows, PFMEA,

process control plans), quality standards and SPC.

. Delivered 30% defect rate reduction through use of DOE in adhesive spray

coating operation.

. Programmed and operated a Mitutoyo coordinate measuring machine (CMM).

Designed inspection gages.

EDUCATION

M.S. Manufacturing Management, GMI Engineering & Management Institute

(Kettering University)

B.S. Industrial Engineering, Purdue University

PROFESSIONAL TRAINING

Six Sigma, Lean Mfg, Kaizen, GE Action Work Out, Project Mgmt, Value Adding

Mgmt, Statistical Process Control, Statistical Engineering (Shainin), 8D,

APQP, DOE, GD&T, SMED, Quality Audits, FMEA, FAA FARs, MS Office Suite, MS

Project, Minitab, iGrafx, FMEA-Pro, MAPICS, SAP, Univ. of Akron Rubber

Technology, One week sensei mentoring in Japan (quality planning and

process error-proofing)

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