William R. Caro

*** *. **** **. *** Britain, Connecticut 06051

Mobile: 713-***-**** E-Mail: abw9t5@r.postjobfree.com

Objective

Exceed business and financial goals using Lean Manufacturing and Six Sigma techniques in the shop floor

and office environment. Capitalize on the company’s greatest assets, the People, by using their creativity,

experience, and cravings to become “Best-in-Class.” Grow areas to the next level of problem solving

using data driven analysis and mistake-proof solutions. Transforming the “hidden factory” into a central

and visual management process to ensure business goals are exceeded and opportunities are exploited.

Experience

Continuous Improvement Lead, UTC-Pratt & Whitney: Global Supply Chain Jan. 2008 - Current

Relationship building through open and direct communication, involvement, and accountability.

Strategies to lead to pro-active and re-active procurement development and supplier maturity.

• Project management to drive “One-plan = One-goal” focus with various functional groups and

supplier counterparts to ensure success and accountability.

• Managing over 6 supply chain projects at a time and ongoing report outs to leadership.

• Facilitating 6-Pack Process to ensure Delivery and Quality Assurance. Elements are Demand,

Capacity, Quality, Raw Material, WIP Tracking, and Buffer Strategy. It assesses the shop floor

fundamentals to identify gaps in product flow and institute exception management process. I’ve

instituted over six 6-Pack Processes at various supply chain teams and their suppliers in the last year.

• Facilitating Delivery and Quality Clinics at the suppliers by establish problem solving centers to visually

see the business health. Centers use rapid response teams to manage emergency issues, dig into root

causes, and implement long-term mistake-proof solutions. I’ve established over 8 centers at suppliers in

the last 3 years.

• Use of Soft Skills to ensure team communication, accountability, and ownership.

Current proficiency status of United Technology Corp. Lean operating system, Achieving Competitive

Excellence (ACE)

• ACE Associate = 100%, General knowledge of Lean Tools and participate in 2 Kaizen events

• ACE Practitioner-Operations = 73%, In-depth Lean knowledge for shop floor transformation and lead

17 key Kaizen events

• ACE Practitioner-Business Process = 43%, In-depth Lean knowledge for office transformation and lead

12 key Kaizen events

• Key Kaizen events = Toyota Production System, Value Stream Mapping (VSM)-Operations & Business

Process, Benchmarking, TPM, Set-Up Reduction, DIVE (Relentless Root Cause Analysis), Delivery and

Quality Clinic, Cell Design, Standard Work, 5S Visual Workplace, Production Preparedness Process (3P),

Mix Model & Shared Resource VSM, and Process Certification (Six Sigma) Project

Commodity risk analyzes to prioritize current needs and going forward suppliers.

• Small Hardware Procurement Center: We narrowed down 90 suppliers to the top 15 to implement

Lean Manufacturing practices and support with limited resources.

• Co-developer of Supplier Risk Analysis Model to understand True Risk to the Value Stream from our

suppliers.

• Machined Components: We narrowed down 21 suppliers to the top 4 to implement Lean

Manufacturing practices. The suppliers spend ranges from $20M to $80M and key performers to the

business.

• UTC Supplier Gold Program: I lead 3 suppliers to Gold Level Certification and achieved 12 supplier re-

certifications. Out of 6,400 suppliers in UTC, only around 100 suppliers yearly get certified at UTC Gold

Level.

Data analysis to identify and lead kaizen events at suppliers and internal procurement teams

• Converting delivery turnback data into DIVE events and ensuring delivery improvement

• Using supplier scrap, rework, repair data to initiate Kaizen events and establish systems to improve

supplier quality signature

Business Area Export Representative (BAER) to provide guidance and meet compliance for both EAR

(Commercial) and ITAR (Military) governmental regulations and national security measures.

Employee Recognition: 6 Eagle Awards ($1000), 9 Appreciation Awards ($125), 3 More Awards (< $20)

Process Engineer, UTC-Pratt & Whitney: Turbine Module Center Jul. 2004 – Dec. 2007

Development of Cathodic-Arc process in the Advance Coating Business Unit. Increasing First Pass Yield,

Process Capability, and Standard Work during a 10x production ramp up. We relocated and doubled the

department without impacting current demand and preparing for the future growth. Department was the

1st in Coatings and 3rd in Turbine Module Center to receive ACE Silver in 2007 on TMC’s Flight to Gold

initiative.

• V2500 part capacity/ process improvements from grit blast prep, coating cycle, and peening

processes during low yield, machine and tooling failures, volume ramp up, and exceeding cost

targets.

• Six Sigma Black Belt training by Versatile Visuals Level 3 (216 training hours) and project to increase

V2500 First Pass Yield from 97.5% to 99.9% with monthly scrap cost of $44K.

• Hourly employee knowledge transfer and increasing skills matrix by creating training material, classes,

and hands-on teaching for all 5 shifts.

• Best practices sharing between commercial and military parts to improve efficiencies and growth

Employee Recognition: 2 Eagle Awards ($1000), 9 Appreciation Awards ($125), 10 More Awards (< $20)

Manufacturing Engineering Development Program, UTC-Pratt & Whitney Jun. 2002 – Jul. 2004

Six month rotational program to rapidly expose and experience various manufacturing departments and

best practices there by increasing effectiveness as a manufacturing engineer upon graduation.

• Process Planner – F135 (Military) and PW6000 (Commercial) development engines in the Engine

Assembly Center. Ownership of assembly instructions and improvements based off assembly

mechanics’ feedback.

• Project Engineer – Hot section F135 part development between Pratt’s structural, aerodynamic,

design, non-destructive testing engineers and supplier counterparts to meet first engine to test

deadlines.

• Process Engineer – Coating Department: cycle time reduction in LPPS, MCL data analysis for Cathodic

Arc process capability, capacity increase through the heat treat process

• Charter Part Engineer – JT9D, F119, and F100 Blade Cell ownership over back end processes and

quality issues.

Employee Recognition: 2 Eagle Awards ($1000), 1 Appreciation Awards ($125)

Education

The National Graduate School Oct. 2008 – Dec. 2009

Masters of Science in Quality Systems Management, specialization in Six Sigma

Shingijutsu USA Corporation Jun. 2009

License to Practice Kaizen Continuously

University of Michigan May 2004

Lean Manufacturing Certificate Program

Boston University College of Engineering Aug. 1998 – May 2002

Bachelor of Science in Manufacturing Engineering

Skills & Training

Fluent in Spanish, ABB IRC5 Robot Basic Programming, GD&T Fundamentals, Quality Assurance 101,

Process Certification, Unigraphics for ME, Casting Technologies: Foundry School, Basic Machining

Completion per Asnuntuck Community College, Engine Familiarization, Ergonomics for Engineers, SAP

procurement transactions, CAPP work instructions, Microsoft Office applications

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