Manager Plant
Resume:
Robert W. Freck
Vista, CA
E-Mail: ******@***.***
I have over 15 years of Continuous Improvement implementation experience, in a variety of industries, along with over 5 years of Operations Leadership experience.
I am a pro at the tools, and the leadership and culture change required for a successful Lean transformation.
Natel EMS December, 2011- Current
An electronics solution provider for military and defense, aerospace, and medical equipment companies. Provides Thick Film, LTCC, HTCC, and Assembly and Test expertise.
CONTINUOUS PROCESS IMPROVEMENT MANAGER
For Thick film, implemented a full Demand Pull system, Visual Controls, and TPM. Improved composite yield from 84% to 94%, using a variety of tools (A3,DOE, SPC),
and improved Productivity by 60% using Lean tooks.
For LTCC/HTCC, led a Plating improvement project from a supplier that was a major constraint. Eliminated 60% of work content, and completely eliminated rework from a constraining plant output.
For the plant, implemented and led the Strategic Deployment process (Danaher model) and led plant Safety, Supply Management, and Kaizen processes.
McFarland Cascade January 2009-August, 2011
North America’s leading suppliers of fine building materials for outdoor construction projects and a leading global supplier of utility poles.
LEAN LEADER
Responsibilities: Lean Enterprise Transformation for the Company. Started in Manufacturing, now spreading effort to all aspects of the business. Promoted from Operations Lean Leader.
ACCOMPLISHMENTS
• Led the first Corporate wide Hoshin Strategic planning process, developing 2010 breakthrough objectives.
• Saved over $1.5 million in Operations costs in 2009, using Lean methods.
• Leading 2010 effort to save over $8 million in Cost across the Enterprise, over $2 million has been achieved Ytd.
• Leader of new Human Resource team that will improve the People Processes in the Enterprise-leading Competency development, policy and procedure, organizational development and competency development teams.
• Facilitating 18 Teams and 15 Kaizen events in four locations.
• In Charge of improving Operating Income by $4 million, and improving Cash Flow by $8 million in 2010. Leading Sales and Operations inventory reduction and planning and scheduling teams to achieve improvement. Achieved $2 million of inventory improvement and $4 million Cash flow improvements YTD.
• Set up first E-Commerce Lean cell for direct shipments to consumers.
JMW TRUSS 12/2006-8/2008
Truss Manufacturers providing wood trusses and framing components throughout the Southwest.
PLANT MANAGER, responsible for Lean implementation Yuma, AZ
RESPONSIBILITIES:
In charge of all Manufacturing operations, plus site management of Design, Local Sales, and Finance staff. In charge of Lean for plant, trucking, and installation businesses. Promoted from Plant Manager to also leading Lean for three related businesses; Plant, Trucking, and Installation.
ACCOMPLISHMENTS:
• Using Lean methods, reduced cost by $35,000 a month.
• Implemented Labor Flow, Demand Flow, and Freight Flow systems
• Set up Wall Panel Pulse line, reducing Takt time from 6 minutes to 3 minutes, to meet increased customer demand
• Reduced inventory from over six months to six weeks.
• Improved Plant Productivity by 20%.
• Increased output by 40 % with no additional costs
• Developed Volume/Costing model to help bid work better.
• Increased Plant Capacity and Volume by 30% using Lean Methods
• Improved Plant Quality by 50% using Lean methods
• Improved Freight costs by 25%, even with significant fuel price increases.
• Improved framing crew installation costs by 40%.
EFCO CORPORATION 4/2004-10/2006
Leading manufacturer of architectural aluminum window, curtain wall, storefront and entrance systems for commercial architectural applications.
DIRECTOR OF OPERATIONS AND LEAN/CONTINUOUS IMPROVEMENT Monett, Mo. Promoted twice from Lean Leader and Plant Manager.
Architectural Windows, Doors, Curtain wall and Storefront
Led Turnaround from $10 million loss to $4 million profitability in 2 years, using Lean/Sigma methods
Managed an Architectural Windows, Doors, Curtain wall and Storefront
Operation of 1500 people...1200 in Manufacturing, in three plants. Responsible for throughput, productivity, quality and cost...Manage extrusion, finish, glass, assembly and shipping departments. Direct Purchasing, Production Control, Shipping, Engineering, Maintenance, Safety and Operational Excellence groups.
ACCOMPLISHMENTS
• Led Operations turnaround that went from a $10 million loss to profitability profit in one year, utilizing Lean/Continuous Improvement methods
• Increased Production by 35% plant wide and by 40% on selected Lean lines- using Kanban flow, TOC, TPM and Quality methodologies
• Improved Productivity by 25% one first year using Kaizen and 5S methods
• Reduced total Cost of Quality from over 10% to less than 5% in just over one year
• Increased finish line capacity by 25-35% via implementation of TPM and Lean activity-dismantled MRP system; designed and implemented EPS (Electronic Pull System)
• Led or sponsored 44 Continuous improvement teams, on TPM, CANDO, line flow, reissue reduction, paint line improvement. Have active involvement of over 300 people on CI teams, from zero. Led eleven Kaizen events in two years
• Trained two Green belts, and implemented three Six Sigma project.
• Improved On time delivery to customers (100% complete, 100% on time) from 6% to 91% in six months. Modified Production planning and execution systems to focus on time delivery, not just output.
• Implemented Budget process that enabled Team Leaders to manage costs in their area. Reduced overhead spending by 8% from last year, saving $3 million a year.
• Led Company wide Hoshin Strategic planning sessions, and deployed to Operations for the last two years. Generated clear deployed priorities
Education: BS in Industrial Engineering: San Francisco State.
Certified Jonah for TOC institute, certified TPM trainer from JIPM, APICS certified.
Motorola Six Sigma Certified, TPS certified JMA, DFT Certified JCIT
Contact this candidate