Engineer Project Manager
Resume:
Dominic Washington *** Long blvd. #***
lansing, mi 48911
*****************@*******.***
OBJECTIVE
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To obtain a valuable position that requires innovative, challenging
employment that will utilize my education and professional skills and offer
advancement opportunity.
EDUCATION
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Operation Management, MBA
Colorado Technical University,
Denver, Colorado, January 2014
Industrial Engineering Technology, Bachelor of Science
Northern Illinois University,
DeKalb, Illinois, December 2009
TECHNOLOGY
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10 hour OSHA card Solid works (3D Designing)
AutoCAD (Blueprints)
C-Programming MS Office
C-Projects W-Planner
SAP Software FMEA
GD&T Camos Software IQ-RM (FMEA
Software)
GMP APQP CDB
Six-Sigma (Kaizen) Time Study Software
EXPERIENCE
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Project Manufacturing Engineer November 2012 - Present
Eberspacher North America
Novi, Michigan
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I am the project manufacturing engineer for our exhaust technology. In my
current role, I am managing the implementation of new equipment, creating a
manufacturing process, and establishing quality control metrics for our
processes. In the past six months my role has consisted of working with
equipment builders to design weld cells, presses, and gages. While
managing those relationships, I wrote Statement of Requirements, Purchase
Orders utilizing SAP software, BOMs and Routings using SAP software, and
Work Instructions pertaining to the process and contractors. At various
stages of managing this project, I have been a part of the PFEMA and DFEMA
process. As this project continues to mature, I will work with those
contractors and our customer to establish a timeline where buy-offs of
designs are agreed upon, equipment delivered to facility sign-off, and
finish goods delivered to customer for VPA builds. Once our process is
proven to the customer, I will continue to support daily operations, drive
continuous improvement, manage BOMs and ECNs, and establish cycle times.
Project Engineer December 2010 - October 2012
Brunswick (Attwood)
Lowell, Michigan
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I am the link between manufacturing and the rest of our management team. My
responsibilities are split between supporting manufacturing daily needs and
managing product development projects. I support manufacturing by (1)
creating routings, (2) updating bill of materials, and (3) maintaining lean
process flow. My additional manufacturing responsibility includes (4)
performing time-studies, (5) writing job instructions, and (6) facilitating
process validation builds. Initially, I made myself accessible and provided
a listening ear to our production team. My purpose for doing this was to
gather more user information of our products, systems, and company culture
as I was implementing lean manufacturing practices. Some of the changes I
implemented were decreasing product transportation, fixture improvements to
decrease scrap, and providing on -hand resources for operators to develop a
quality product.
As a project manager of manufacturing activities, I work with upper
management and engineer design from concept of a product to actual
production of new products. My main responsibility on this team is to
develop a way to manufacture. I take ownership of what process to use, the
cost to manufacture, the build of new equipment, and being able to complete
these tasks within an established timeline. I am able to successfully
deliver these responsibilities by delegating tasks among my team,
communicating with upper management, and having an ability to remain calm
when unplanned situations arrive. Since, this is an organization that
produces many products; I have been able to be creative in developing
methods to manufacture within budget constraints. Some of my successes have
been able to build a piece of equipment for $15,000 instead of a $150,000,
work hand-in-hand with a supplier to design a piece of equipment that was
deemed impossible to build, and to decrease my category manager target cost
to manufacture a new product by $0.45. The decrease in cost by $0.45 will
save my company over $20 million dollars throughout the life cycle of this
product.
Manufacturing Engineer February 2010 - December 2010
John Deere
East Moline, Illinois
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Using International Standards Organization (ISO) data, I effectively and
efficiently maintain engineering standards and supporting floor operations.
Essentially, I proficiently maintained ISO standards using SAP software and
(1) systematically monitored build schedules to ensure production stayed on
schedule, (2) accurately tracked inventory to ensure asset accountability
through life cycle management, and (3) sustained complete, concise, and
current, supporting production documentation, for the factory. In several
situations, when a solution was needed in a critical moment, I was the one
who managed our resources to get results as quick as possible. I thoroughly
applied concurrent engineering principles when assisting senior team
members with designing fixtures, gages, and new processes and helped them
introduce new products. Designing fixtures involved analyzing product
blueprints and providing a visual concept as to how it would be put
together from an operator's standpoint. Along with its assembly, I
considered and determined the most efficient sequence to follow for meeting
prescribed time management standards. Although, certain piecework is
produced a few times a year, I ensure all documentation and detail sheets
are current in our SAP and NDS programs. Data accuracy is 98 - 99 percent.
In many situations because of a part's complexity, I independently
developed visual aids and trained operators to ensure established
procedures are properly followed and the desired end results (final
products) achieved. All assigned duties accomplished with minimum
supervision. I was given the sole responsibility of manufacture engineering
duties of a large department because of the aggressive approach I took to
learn how to utilize my skills within John Deere's established methods.
Quality Engineer
John Deere
East Moline, Illinois
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Paying great attention to detail, I created accurate and complete daily
quality reports for management and quality inspectors to use in making
sound managerial decisions. These reports contained defects from our SAP
program that allows operators to report any quality issue on every product
as it flow through the factory. In order to correctly analyze and see
improvements while tracking our efforts I utilized check sheets, control
charts, and models to explain data. These reports are the starting point of
our daily production meeting to link management with floor operations to
determine and make resolutions. When defects were discovered, I would open
an NCCA (Non-Conformance Corrective Action) on the defect. This process
entailed my finding the root cause, a short-term resolution, and a long-
term resolution. For my department I was responsible for providing the
short term and/or long-term solution to the defects' various root causes.
Ninety-five (5) to 98 percents of the solutions I recommended to management
were accepted, implemented and executed. Majority of my solutions were
accepted because I approached issues considering cost, time of
implementation, and an ability to communicate with operators. I always
approach a quality issue with first attempting to understand all of the
variables and majority of the time I've found that starts with the operator
cooperating. My ability to link management with operators and express that
we are on the same team increased our performance greatly.
I assisted in the sheet metal and welding operations review and analysis
using Failure Mode and Effect Analysis (FMEA) procedures. As an integral
team member, I provided invaluable analysis for developing stress tests for
our sheet metal and welded parts to ensure our product would perform in
extreme circumstances. Our results were a part of the design consideration
for future products. All assigned duties accomplished with minimum
supervision.
Production Engineer June 2006 - September 2009
Johnson Controls
Sycamore, Illinois
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I developed and implemented product/process improvements using Lean Six
Sigma principles. Product improvements included eliminating paint from
joints of frames, hog tying material instead of adding clamps, and adding
tools to work centers to aid in the appearance of products upon leaving
ovens. The process improvement I made were changing sequences of how
material is loaded, minimizing fixture clamps and adjustments, and making
work center tools more easily accessible. Through six sigma methods my team
set goals to improve our cycle time with less man-power. One of my numerous
responsibilities was to gather baseline data from work stations and
consider/evaluate all factors that would improve process effectiveness and
efficiency. This task had to be handled delicately and communicated well in
order for our union employees to accept future changes smoothly. Through
six sigma principles I was able to three (3) jobs a quarter and decrease
cycle time by 15 percent. The three jobs I cut a quarter saved our company
a minimum of $500,000 a year, and by decreasing the cycle time, it allow
the company to send a whole shift home sometimes a hour or more early and
greatly decreased overtime.
For process improvement, I introduced robots to carry loads of material to
various work cells. This eliminated traffic and decrease cost $200,000 -
$300,000/year. I independently simplified our assembly flow by replacing
the automated system with a Push- Pull system. The Push-Pull systems
allowed us to eliminate several bottlenecks in the line and make the
process more effective and efficient.
I analyzed material as it came in the factory to ensure that it met company
standards as well as industry standards. Our material and finish product
goal/standard had to be better than the automobile industry's standards in
order to maintain the highest level of quality (world class is 99.7 Sigma
Quality Level (SQL)). Working with middle and senior management personnel
and developing an organizational process allowed me to play a significant
role in achieving our desired goal.
Industrial Engineer Intern Summer 2004 - Spring 2006
Sucram Technologies
Peoria, Illinois
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I properly implemented Good Manufacturing Practice (GMP) into small and
large size manufacturers. My role was to increase an organization's
positive activity in order to meet industry standards on a daily basis. In
several of these instances, I accomplished/achieved GMP through thoroughly
and expeditiously implementing a system that allowed them to accurately
keep track of training, records of changes, inventory, and costs. Each
organization's positive activity increased an average of 25 - 30 percent.
I assisted numerous companies with continuous improvement, six sigma
Kaizen, events. Specifically, I set down with the organizations and
identified goals, measured consistency, and monitored gaps in their
business practices. After monitoring an organization, my team developed
process maps that allowed small steps to ultimately lead to a more
efficient organization. Along with process maps created, I aided them with
control plans that prevented risks and loses that are detrimental to their
business. Essentially, my process flow went as follows: Define, Measure,
Analyze, Improve, and Control.
I was a part of a team that updated old manufacturing methods with current
technology in order to improve efficiency and decrease cost. My team role
was to identify a manufacturers needs and work with the Information
Technology (IT) department to bring in new software and programs onto the
manufacturer's floor to meet or exceed their needs. I carried each
assignment to a positive conclusion and my customer service ratings were 98
- 99 percent satisfaction.
Industrial Engineering Intern Summer 2001 - Fall 2003
Caterpillar Inc.
Peoria, Illinois
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I assisted a senior engineer on implementing new engineering methods to new
customers and dealerships. I reached out to suppliers and built
relationships to efficiently resolve issues and improve processes for
continuous growth. Some of the processes included: eliminating rust from
parts, improving consistently producing parts according to blueprints, and
offering company resources to small suppliers to effectively continue
business with our organization.
I connected and disconnected network systems from the mainframe. I was able
to work with an electrical engineering team which was in charge of updating
new systems and maintaining engineering software. We assembled wireless
communication for various events, tested lines for signal strength, and
troubleshooting equipment to find root causes of failures. This team
maintained graphic design programs for the engineering team and was in
charge of granting access to company software.
I performed time studies for work centers, evaluated current processes and
compared them to latest options that were available at the time. I updated
floor layouts, job sheets, and made visual aids for operators. One of the
projects I worked on was designing a plan that would replace older
equipment with new equipment. A couple of the parameters of this project
were to consistently buy from one company, consider cost of initial
purchase and future saving, and retrieve the value of existing equipment.
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