Performance Improvement Manager

David Fisher

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http://www.linkedin.com/in/davidfisher1 510-***-****

PERFORMANCE IMPROVEMENT MANAGER

Lean Six Sigma Black Belt, Quality Control Systems Engineer, Project Leader

SUMMARY

Led ten major lean implementation projects and fourteen quality assurance / cost reduction driven projects during

NUMMI career. Challenges included failing systems, excessive inventory, inconsistent supplier quality, and short

project timelines. Completed projects on time and met customer requirements. Provided project leadership and

team building skills. Tangible cost savings exceeded $26M for these projects.

EXPERIENCE

ProMatch – Volunteer Project Manager and Co Lead Sunnyvale, CA 2012 current

Career Enhancement Education:

RMC Project Management, (Project Management course) Minnetonka, MN 2011 2012

Villanova University (Six Sigma and Project Management courses), Tampa, FL 2010 2011

• Certifications

Project Management Professional Credential

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Lean Six Sigma Black Belt

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Six Sigma Green Belt

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NUMMI, Fremont, CA (Automobile Manufacturing) – a Toyota / GM joint venture 1984 2010

Quality Control Systems Engineer Quality Assurance Department 2000 2010

Assistant Manager – Control Room – Production Control Department 1984 2000

LEAN IMPLEMENTATION LEADERSHIP

• Inventory Control Tool: Saved an estimated $25M per year in bank interest by greatly reducing total Japan

supplied parts inventory from a 28 day to an average 3 day supply (fluctuating between 2 to 4 day

supply, by implementing a monthly inventory rundown tool and negotiation with Toyota for Japan supplied

parts.

• Production Leveling – Assembly: Saved an estimated 1.4M per year through reduced production downtime

by implementing production leveling for sun roof vehicles, also leveling parts balances on the Assembly

line and reducing Control Room manpower by 50% for the task of adjusting the flow of vehicles into

Assembly by implementing:

o Revamping the Paint Vehicle Bank to level for Prizm and Corolla sun roof, rather than anti lock

braking system

o Preparing an Excel sheet to calculate weekly usage ratios for each category of vehicles and set the

paint bank default to release vehicles according to those ratios.

o Training all Control Room staff to prepare the weekly usage ratio Excel sheet and to use that

document accordingly, to adjust the Paint Bank release settings.

• Supplier Kanban: Increased production efficiency by reducing local supplier parts shortages to the

assembly line by means of training and developing team members to understand and enforce the supplier

kanban delivery system, as well as, solve chronic problems in order to maintain a healthy parts supply

system.

• Ordering System Kaizen (Improvement): Reduced Japan supplied parts shortages to the assembly line and

related air freight expense by investigating critical parts shortages, identifying the root cause as ‘silent back

orders’ that were eventually deleted without notification, and collaborating to set up a reliable parts

ordering system that became effective to provide the quantity of parts needed to support production.

• Container Management: Reduced parts shortages to the line, reduced the time necessary to perform the

daily scheduling activity for Japan parts in ocean containers from 12 to 2 hours to support both shifts and

nearly eliminated rescheduling activity, by leading the Information Technology department in the

development and implementation of a ‘critical’ parts report.

David Fisher

Arc Weld Task Force: Led a cross functional task force that fully implemented 90 new safety related arc weld

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requirements in 90 days.

• Standardized the processes and the confirmation checks for those processes, providing for reliable quality in

station.

• Tied for first place among peer plants with 88 of 90 requirements found in full compliance.

• Pokayoke Task Force: Protected customers from vehicles with incorrect torque values and provided an

effective tool for management in setting production line speeds to be consistent with all torque confirmation

requirements by leading a cross functional task force to develop a system procedure that would provide for

proper management of pokayoke (Japanese word for quality confirmation) devices.

OTHER PROJECT LEADERSHIP

• Supplier Escalation: Achieved an overall reduction in supplier quality problems of 25 PPM or 63% to reach the

target of 15 PPM in one year, which provided NUMMI with cost savings, increased vehicle quality, and

improved customer satisfaction.

Implemented a weekly supplier escalation report for management that identified the top 5 worst

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suppliers.

Collaborated weekly with all other North American Toyota plants in order to share

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worst supplier information, work on common issues, and identify “one voice”

solutions.

SKILLS

Lean manufacturing implementation Supplier improvement Organizational trouble shooter

Regulatory compliance Profitable problem solver Budgeting / Cost reduction

Turn around / Revitalization Quality assurance Procedure / Configuration mgmt

Cross functional leadership Curriculum developer Excel, Word, PowerPoint, Access

EDUCATION

Bachelor of Science – Business Administration, Cal State University East Bay

Production Management (concentration)

Associate of Arts – Liberal Arts, Chabot College

Awards received

TEMA President’s Award – NUMMI’s Arc Weld Task Force Leadership

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Member of the Year Award – American Production Inventory Control Society (APICS)

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