Operations Management

Lean Manufacturing Engineering Design Quality Systems Production Administrative Processes

Motivated self-directed leader and problem solver with multi-site, multi-divisional manufacturing accountability. Adept at financial, engineering, manufacturing, quality processes and day-to-day management. Expert at finding and eliminating problems that impact manufacturing performance. Significantly increasing revenue and operational efficiencies using proven world-class processes and the problem-solving tools of Lean and Six Sigma.

“Stephen is a leader in the truest sense of the word. He is an exceptional communicator with a unique blend of technical and people skills. He brings out the best in others and those that work with and for him are fiercely loyal.” John Bibeault, Division Vice President and General Manager, Jostens

P&L / Forecasting & Budgeting Accountability

Lean Six Sigma & TPS & Shingo

Staff Acquisition & Retention

Manufacturing & Engineering Processes

Sales and Operational Planning

Talent Development

Business KPI’s & Quality Process KPI’s

Customer Value Creation

Team Building

Strategy & Tactical Goal Setting Metrics

Policy & Procedure & Standard Work

Communication

Cost Reduction & Avoidance

Risk Management

Value Stream Management

Self-directed and results-driven with exceptional practical judgment, and a deep understanding of business operations and manufacturing processes.

Lean manufacturing expert with extensive scope of responsibilities, delivering effective cost reductions, productivity gains and revenue growth.

Strong business acumen able to translate strategic plans into workable solutions and benchmarks for performance against key operational objectives and measures. Founded two successful business startups.

Led a 360-culture change in employee mindset, in a union facility, resulting in the successfully execution and deployment of the Toyota Production System company-wide (Lean Manufacturing).

Delivered $250M plus in savings – Sponsored and led over 200 Lean Six Sigma projects and teams in manufacturing, engineering and transactional/administrative processes.

Increased Manufacturing Production by 66% – Converted a mom and pop assembly process into a Lean mixed model assembly line, increasing capability let to an increase of $500K in additional revenue.

Reduced Production Cycle Time by 30% – Implemented Work Cells, 5S, TPM and Standard Work in the maintenance and tooling departments, injection molding and stamping production areas - $35K annually.

Reduced Engineering Design Time by 25% – Created a visual flow and accountability system for engineering drawings resulting the elimination of a backlog without overtime saving $250K.

Improved First Pass Yield 52% – Used Root Cause and data collection to identify quality failure points in the manufacturing process implemented counter measures saving $85K annually.

Reduced Warranty Returns 23% – Used Voice of the Customer data, established Standards and Standard Work leading to increased customer satisfaction and reduced costs - $127K annually.

Increased Process Capacity by 25% - Using Lean methods such as Value Stream Mapping to identify waste, redesign facilities to increase flow then created new Standard Work saving $80K annually.

Achieved ISO, Safety & Sustainability certifications – Company Point of Contact for auditors, sponsored & led the internal effort necessary to achieve certifications and recognitions.

JORDAN MANUFACTURING MONTICELLO, INDIANA (GEMBA LEAN SIX SIGMA, LLC) 2016 – Present

Medium Volume – High Mix Outdoor Furniture Manufacturer.

Director: Lean Manufacturing Operations

Driving improved quality and delivery by implementing world class processes using Lean tools to improve manufacturing efficiencies and achieving cost reduction through elimination of waste in the value stream.

Conduct Value Stream Analysis within manufacturing processes, low volume, high product mix operations, with the goal of improving flow, identifying waste, and developing a strategic plan for improvements.

Analyzed workforce utilization, facility layout, and operation data, such as production costs, production flow charts, statistical analysis, flow path analysis and production schedules to determine efficient utilization of workers and equipment.

TRANSSOLUTIONS, LLC FORT WORTH, TEXAS 2013 – 2016

Improving aviation operations using Industrial Engineering and Lean Six Sigma methods. $3M revenue

Vice President: Operations Excellence (23 Reports, Directors, Managers, Supervisors, Employees, and Temporary Staff)

Directed high-profile projects internally and externally focused on organizational transformations. Driving innovation, agility, and value creation in manufacturing and transactional processes, transforming and creating world class organizations.

Led a team that restructured operations flow and facilities layout resulting in a groundbreaking new approach to lean flow application.

Directed teams using Lean principles and computer based simulation tools to eliminate waste and optimize information, materials and people flows along Value Streams.

Created and controlled a project financials reporting system and performance KPI’s for the company, analyzed and reported underperforming projects for company owners.

Directed subcontractors, suppliers and partners driving IT solutions saving the company $500K in cash flow.

Developed strong customer relationships resulting in repeat business and $1M increase in revenues.

US ARMY PENTAGON, WASHINGTON, DC (GEORGE GROUP, ACCENTURE, CPS) 2007 – 2013

OSA – Office of Business Transformation.

Manager: Operations Improvement and Training (Civilian Contractor) (80 Reports, Directors and Managers)

MBB oversight of the US Army’s Lean Six Sigma program, established operational improvement strategies and standards, delivering both the strategic insight and operational execution required for organizations to surpass their growth, speed, and cost goals.

Established management policies and processes using Lean tools to improve quality and financial outcomes.

Evaluated operations performance and KPI’s against improvement objectives and benchmarks, provided corrective action to dive organizations to attain higher levels of operational effectiveness.

Led multiple improvement teams (Kaizens) in manufacturing and administration areas, resulting in sustained quality improvements and cost reductions.

Managed financial database, ensuring integrity, and created financial reports and KPI dashboards.

Directed training teams for the Army’s Lean Six Sigma Green Belt, Black Belt and Master Black Belt courses.

TEREX, MINING AMERICAS DENISON, TEXAS 2005 – 2007

Manufacturing Heavy Equipment, job shop, Multi-site Manufacturing and Distribution $250M revenue

Director: Terex Production (Manufacturing) System (200 Reports, Managers, Supervisors and Employees)

Directed all operations with P&L responsibility for a multi-shift Value Stream assembly line at a union facility, setting production goals, staffing requirements and capital projects. Led improvements in operations including; engineering, manufacturing, quality, HR, IT, procurement, supply chain, sales, marketing and warehousing.

Drove revenue growth through weekly and monthly sales and operational planning meeting.

Translated company goals into highly specific cross-functional objectives and enforced accountability through daily or weekly KPI and metric review meetings.

Implemented Work Cells, Value Stream Analysis, Standard Work and the Production Preparation Process, establishing main and sub-assembly pull systems, material flow, level scheduling and visual management.

Improved quality and delivery by Integrating manufacturing, engineering, quality, supply chain and sales through value streams.

JOSTENS, JEWELRY DIVISION DENTON, TEXAS 2004 – 2005

Consumer Manufacturing, Mass Customizing, 3M products per year $140M revenue

MANAGER: DIVISIONAL QUALITY (40 Reports Managers, Supervisors, and Employees)

Directed all quality operations with full responsible for implementing quality and Lean Six Sigma practices in three manufacturing facilities and two divisions. Analyze, define, and recommend improvements to impact business performance, ensuring workable solutions, control plans, and measurable results.

Implemented an ISO compliant Quality Management System.

Established and reported quality metric and KPI’s to the plant manager.

Made line-stop decisions, directed corrective action activates necessary to correct production problems.

Improved customer satisfaction by implementing quality standards based on customer interviews.

Directed and approved all Root Cause Analysis, Corrective Actions and Counter Measures.

Drove efficiencies and cost saving by leading multiple Lean Six Sigma improvement projects and teams.

BLACK AND DECKER, KWIK SET DENISON, TEXAS 2002– 2004

Consumer Manufacturing, High Volume, 1B products per year $1B revenue

MASTER BLACK BELT: LEAN SIX SIGMA (10 Green Belt and Black Belt Teams)

Collaborate with senior management relative to complex business and productivity issues, functioning as subject matter expert using Lean Six Sigma methodology. Recognized as a change agent, skilled in negotiating and influencing senior management by presenting benefits.

Improved quality and cost four manufacturing facilities using Lean Six Sigma tools and methods, oversaw Black Belt and Green Belt team projects, improving project outcomes by providing constructive feedback.

Implemented Lean Production in a union plant, creating work cells and reducing cycle time by 30%.

Increased Overall Equipment Effectiveness (OEE) 55% using Toyota Production principles.

Relocated production equipment from a closed facility on budget and 10% ahead of schedule.

PhD, Industrial Engineering, Human Factors Engineering and Safety, University Texas Arlington (In progress)

MBA, Business Administration, Strategy and Finance, California State University Dominquez Hills

BS, Mechanical Engineering, Mechanical Design and Systems Engineering, University of Illinois

Certified Lean Six Sigma Master Black Belt Lean Bronze Certification Certified Quality Engineer

Certified Manager of Quality & Organizational Excellence Certified Auditor Certified Reliability Engineer

Project Management Certificate, California Polytechnic State University

Dale Carnegie Course, Graduate and Assistant Instructor

Dale Carnegie High Impact Presentation Course, Graduate

Board of Examiners Malcolm Baldrige and Texas Award for Performance Excellence 2010 – Present

Committee Member SME Lean Certification Oversight and Appeals Committee 2015 – Present

President McKinney High School Engineering and Robotics Booster Club (501c Non-profit) 2015 – 2017

Worldwide Who’s Who of Executives and Professionals 2015 – Present

NASA Student Launch Initiative 2016 – 2017

Led a student team achieving on time delivery and NASA recognition, for an eight-month NASA sponsored engineering and manufacturing project to launch a high-powered scale rocket and engineering payload.

Clearances Held - Secret, Top Secret, SSBI (DoD, FAA, DHS)

Private Pilot - Single Engine Land

Captain (Squadron Commander) - Civil Air Patrol (Aux. US Air Force)

FCC - Technician Class License

SME - Society of Manufacturing Engineers

ASQ - American Society for Quality

IISE - Institute of Industrial & Systems Engineers

AME - Association for Manufacturing Excellence

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