Manager Continuous Improvement
Resume:
SCOTT ERICKSON
*********@*****.***
Skill Summary
Lean Manufacturing/Lean Enterprise
Operations Management
Quality Management
Inventory Management
Project Management
Budget Responsibility
New Product Introduction
Material Flow Design
Schedule Ownership
Training and Development
Professional Experience
Quality Manager October 2016-Present
HNI Corporation, Muscatine, Iowa
Provide strategic leadership for the Engineering, Quality Control, and improvement objectives of the Seating Operations organization, including metal fabrication, paint, assembly, injection molding, warehouse, warranty replacement, and New Product Introduction. Align the operations organization, coach and teach effective data collection and problem-solving techniques. Make recommendations and provide subject matter expertise to sales force and customer service teams and leadership. Provide on-site support for customer claims and installation activities. Build a culture of knowledgeable member-owners, who take pride in quality products and processes that provide value for our customers. Reports include Quality Engineers, Quality Technicians, Quality Inspectors, Training Facilitators, and direct members.
Factory Manager April 2014 – September 2016
HNI Corporation, Muscatine, Iowa
Developed and implemented breakthrough strategic initiatives to deliver exceptional performance. Executed for results in Safety, Quality, Delivery, Cost, and Culture metrics. Built and developed talent within manufacturing to support multi-site organizational needs and participated in succession planning activities. Evolved the Rapid Continuous Improvement / Lean Culture by developing beliefs and behaviors while teaching methods and tools to improve manufacturing and business processes. Reports included Manufacturing Engineers, factory-level leaders, department-level leaders, and approximately 80 direct members across two shifts.
Accomplishments as Factory Manager: Central Seating Operations Breakthrough Initiative – Managed the Operations portion of the creation of the Central Seating Organization through 2015 and 2016, which included the development of Regional Distribution Centers, closure of a 700,000 sq. foot warehousing facility and the relocation of materials and employees to new operations, new warehouse design at two plants and logistics of daily material transfer activities, new operations floor construction, layout, material flow methods, etc. to achieve breakthroughs in cost, quality, and delivery. This two-year activity was part of a larger, nine-billion- dollar corporate initiative.
Task Chair Factory Breakthrough Initiative – Managed implementation of a 2014 initiative to combine four distinct product lines, spanning three different operating companies, to achieve a sustained 40% improvement in efficiency and break a $500K annual savings goal. This project contained elements focused on value stream design, material flow improvements, process variation reduction, bill of material and engineering specification standardization, and standard work implementation. The project is a campus-wide benchmark for future process design and breakthrough initiatives.
New Product Introduction – Owned operations responsibility of the launch activities for the Endorse task chair, with a predicted initial annual volume of over 25,000 units. Endorse launched on-time, met cost targets, and achieved the best quality performance rate of any chair previously launched in its first 90-days. Management tools and processes developed during this launch are currently standards for future product introductions organization-wide.
Factory Manager June 2012 – April 2014
Allsteel / HNI Corporation, Muscatine, Iowa
Responsibilities as described above – the Accessories and Structure factory included scheduling, material handling, metal fabrication, welding, paint, and assembly operations within the scope of the value stream. Reports included a Manufacturing Engineer, Quality Engineer, Industrial Engineer, Continuous Improvement Technician, factory-level leaders, department-level leaders, Scheduler, Training Facilitator, and approximately 80 direct members across two shifts.
Accomplishments as Factory Manager: New Product Introductions – Managed support of a variety of department-internal new product launch activities and product enhancements. Successfully led final stages of launch, and operations ramp-up of Motivate tables during peak season where demand surpassed forecasts by over 50%. Led the structure factory implementation of the coordinated, multiple-facility launch of the Further product line. The Further product launched on-time, met key cost targets and quality expectation, and strengthened the business by servicing a new cross-section of the customer base with its unique design.
Cost Savings Leadership – Coordinated the efforts of a pair of junior engineers to contribute more than $300K annualized cost savings on mature product offerings through various process changes, reduction in engineered scrap, and packaging improvements. Significant additional savings were also realized through efficiency and quality improvements.
Talent Management – Points of personal satisfaction during my stay at Allsteel include the development and promotional advancement of four different direct reports to other areas of the organization. Coaching and focused effort on individual development plans played a key role in these successes.
Continuous Improvement Specialist May 2010 – June 2012
Aerospace Structures Division
Alliant Techsystems (ATK), Clearfield, Utah
Supported multiple business objectives in operations, support, and functional departments. Responsible for implementation of the Performance Enterprise System (PES) throughout the organization, including:
Cost Savings and Improvement Project Plan – Facilitated and tracked division improvement plan for all operations and functional groups. Annualized labor and material cost savings of implementation estimated at >$270 million in FY2012.
Accomplishments as Continuous Improvement Specialist: Facility Start-up – Supported capital improvement and production start-up of a new 600,000 square-foot commercial aerospace production facility (composite fiber placement) through concept of operations, layout, simulations, material delivery design, team organization, capacity planning and project management processes.
Inventory Reduction – Reduced inventory value and space requirements for vendor-managed non-end item materials by ~85%, established an electronic Kanban system for daily orders to external suppliers and defined fixed warehouse locations. Implementations used as the foundation for additional projects affecting high-value end-item materials.
Operations Manager April 2008 – April 2010
Hach Company (Danaher Corporation), Loveland, CO
Managed operations of the printed-circuit-board assembly (PCBA) team, planners, and technicians to meet production requirements of internal and external customers. Coordinated efforts of the new product introduction team. Improved processes by using Danaher Business System (DBS). PCBA area technologies included Surface Mount Technology (SMT), Hand Solder, Thru-Hole Load/Wave Solder, Cable Build/Wire Preparation and Electronic Component Preparation areas.
Accomplishments as Operations Manager: Focused on lean inventory management and Kanban execution resulting in stretch-goal achievement of 15% (~$200,000) inventory value reduction year-over-year in CY2009.
Training and Development Manager July 2006 – November 2007
Autoliv, Columbia City, IN & Ogden, UT
Managed training and development related activities for a manufacturing facility of 500+ employees including orientation, performance review, career planning, health and safety, leadership development, team training, team-based problem solving, six sigma and lean manufacturing initiatives.
Lean topics included Kaizen Systems, Autonomous Maintenance (TPM), Process Error Proofing, Statistical Process Control, Level Scheduling (Heijunka), Pull Systems (Kanban), Value Stream Mapping, Rapid Changeover (SMED) and Standardized Work Sequencing.
Coordinated the activity of Improvement Specialists responsible for the implementation of Kaizen ideas and improvement workshops.
Collaborated with regional and international teams to benchmark and improve internal standards for training, employee development, and lean enterprise practices.
Human Resource Generalist / Training Coordinator/Production Team Leader / Production Coordinator / Continuous Improvement Manager / Production Associate
June 1997 - June 2006
Showed continuing advancement from an entry-level position into leadership and Human Resource responsibilities. Further promoted and relocated upon completion of my degree program at Weber State University.
Education
Master of Business Administration
University of Phoenix, Phoenix, AZ
Bachelor of Science Degree
Business Administration, Human Resource Management 2006
Weber State University, Ogden, UT
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