Donald Gooden

EDUCATION:

**** ****** ** ******* ** Engineering Management, Milwaukee School of Engineering, Milwaukee, WI

**** ********* ** ******* ** Mechanical Engineering, Purdue University, West Lafayette, IN

ADDITIONAL TRAINING:

2011 Purdue University, Advance Lean Manufacturing Principles Certification

2010 Villanova University, Project Management Certification

2005 Six Sigma (Green Belt) and Advance Lean Manufacturing Principles

Project Management (PMP Certified), Leadership Development and Management

Total Quality Management (TQM) and Total Productive Maintenance (TPM)

SPC, CNC Programming and PLC Programming (Allen-Bradley)

ISO 9001:2000, ISO-14001, TS-16949, QS-9000.

SKILLS:

Operations Management ● MRP, ERP, SAP Applications

Problem Analysis and Resolution ● Technical Support

Process Improvement ● Maintenance

Customer Support ● Quality Control

Non-Destructive Testing ● Product Improvement

Advanced Process Quality Planning (APQP) ● Staff Training

STD. Work ● Lean implementation

Microsoft Outlook, Project, Word, Excel, Access, SAP, JDE, Team Center, AutoCAD 2014, Visio, Lotus Notes, Visual Basic, MiniTab, AS400

WORK EXPERIENCE:

2016 Achieving Optimal Results Consulting LLC

Senior Process Improvement Consultant (Owner)

Provide process improvement support for organizations seeking to implement various proven process improvement methodologies (Lean Manufacturing, Six Sigma, SPC, etc.)

Offer in-house team based problem solving training

Provide in-depth report identifying process improvement opportunities (that include potential efficiency improvement)

Champion implementation of various Lean Manufacturing methodologies involving six manufacturing plants

2016 – 2016 Woodbridge Group LLC

Regional WPS Manufacturing Manager

Responsible for supporting the implementation of the Woodbridge Production System (WPS) involving six manufacturing facilities located in the southern region of the United States

Cost saving target per plant $200.000 (actual savings generated in six months $2,000,087)

Conducted Lean Manufacturing methodology training/seminars

Conducted plant audits to insure compliance to the Woodbridge Production System

2014-2016 Sullair

Senior Manufacturing Engineer

Implement Lean Manufacturing principles involving the manufacture of compressors

Identify and lead major Kaizen Events. Reduced 6 stage assembly TAKT by 50%

Participate on production optimization teams to improve existing production performance

Provide effective leadership, mentoring/training as required

Effectively utilize appropriate Lean Manufacturing/Six Sigma methodologies to resolve inefficiencies.

Launch Make vs. Buy (outsourcing) projects to reduce internal inventories and to generated labor related cost savings

Assist in attainment of corporate cost reduction targets

2012-2014 CASE NEW HOLLAND INC.

Lean Manufacturing Process Improvement Project Manager

Lead Lean Manufacturing material flow continuous improvement projects through 3PL’s

Perform logistic engineering functions as required

Provide effective leadership, mentoring/training as required

Effectively utilize appropriate Lean Manufacturing/Six Sigma, SPC, team building, etc. methodologies.

Provide Lean Manufacturing implementation support to external suppliers

Assist in attainment of corporate cost reduction targets

2009-2012 LOCKHEED MARTIN AERONAUTICS

Senior Supervisor

Provide supervisory support for an aircraft assembly line operations

Support/Implement Lean Manufacturing methodologies

Identify and lead Six Sigma projects

Promote a team based, collaborative working environment, and promote initiatives to improve Key Process Indicators.

2006 – 2009 Achieving Optimal Results Consulting

Owner and Process Improvement Consultant

Provide assistance to manufacturing companies striving to implement Lean Manufacturing, Six Sigma, Total Productive Maintenance, Total Quality Management, A3and 8D problem solving, Statistical Process Control, Team Based Work System, and Key Process Indicators methodologies.

2007 – 2008 Completed Master in Engineering Management Degree Requirement

2006 - 2007 Heus Manufacturing Company (Contract)

PLANT MANAGER

Responsible to President and owner for creation of Manufacturing Operation Strategic Plan, achieve P/L targets and recruiting of operations related talent in support of the plan Relocated plant from Rockford Illinois to New Holstein WI

Decommission and commissioned CNC machining centers

Reengineered CNC machining centers to adhere to Cellular Manufacturing concepts.

Incorporated operations related cost reduction projects using 6-Sigma, and Lean Manufacturing methodologies.

Implemented key process indicators (Cpk, Cp, OEE, first-pass yield, roll-throughput yield, etc.) and APQP programs.

Improved baseline OEE performance from 42% to 57%, and increased inventory turns from 8 to 13.

Relocated plant from Rockford Illinois to New Holstein WI

2005 – 2006 Cummins Filtration Inc.

Shop Operations Manager

Manage the production of hydraulic and air filtration units for a three shift assemble line operations.

Champion process improvement projects, completed 6-Sigma Projects that generated 350K in annual savings

Reduced work in process (WIP) by 30%, which increased plant inventory turns by 20% per month.

Improved equipment uptime by 33%

Management team member responsible for developing strategy to launch a team-based work system and ensured adherence to TS-16949, ISO9001/9000 certification requirements, and implemented the DuPont Safety Awareness (STOP) Program, and supported APQP initiatives. Thoroughly proficient using MRP application

2002-2005 CATERPILLAR HIGH PERFORMANCE EXTRUSIONS GROUP

Strategic Outsourcing Operations Manager (2004-2005)

Responsible to the Plant Manager for developing Strategic Plan to significantly reduce manufacturing cost by identifying outsourcing options.

Generated approximately $113,500 in quick win savings by proactively addressing two unplanned maintenance events, and an additional $100,000+ saving were realized before project closure (attained Six Sigma Green Belt Certification).

Extrusions Cold Forming Operations Manager (2002-2004)

Responsible to the Plant Manager for developing Strategic Plan to improve manufacturing operations key process indicators (KPI) and achieve P/L targets.

Directed manufacturing product launch activities through “Advanced Process Quality Planning” procedures.

1999-2002 HARLEY DAVIDSON MOTOR COMPANY, Power Train Division

Workgroup Advisor & Plant (XL-Production) Superintendent

Responsible to the Plant Manager for managing assigned production involving manufacturing and supervision of third shift assembly operations with responsibilities for leading and coaching five high performance workgroups.

Performed management liaison duties involving two local unions & participated as required in arbitrations.

1991-1999 U.S. STEEL GARY WORKS PLANT

Product Engineer (Process Products Division)

Responsible to the Process Products Division Manager for managing outside processing activity-addressing quality, yield optimization, and cost improvement initiatives for internal and external customers.

Active member of internal and external continuous improvement teams involving processing operations.

Mechanical/ Electronics Maintenance Manager (Tin Products Division)

Responsible to the Tin Division Maintenance Manager for effectively addressing mechanical and electrical issues involving a 6-Stand Cold Reducing Mill, Pickling, and annealing operations.

Manage plan plant shutdowns maintenance project and completed identified projects within allotted time and budget.

Champion mechanical equipment refurbishing and upgrades.

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