Manager Manufacturing
Resume:
James Mitchell **** Chantilly Drive •West Chester, Oh 45069
**********@*****.***
EXECUTIVE SUMMARY:
Multi plant manufacturing executive with exceptional leadership and operational skills including, team development, productivity improvement methodologies across multiple departments and shifts to create technically advanced, quality orientated, cost-efficient manufacturing operations. Superior knowledge of Six Sigma and other formal productivity, performance and quality improvement initiatives, including Lean Manufacturing, Design for Six Sigma, quality function deployment, Design of Experiments and Kaizan Blitz.
EXPERIENCE:
Sims-Lohman Cincinnati, Oh
Corporate Director of Manufacturing 2/2017 to present
Full operating management responsibility for the strategic planning, development, and management of counter top manufacturing business.
Manage eight different facilities in five different states.
Staff includes 8 plant managers and their subordinates and 330 hourly employees.
Implemented GEMBA to plant to drive RCCA and issues identification.
Reduced customer return trips from 37% to 8%.
Implemented SOP procedures for all facilities sharing best practices.
Implemented kaizen events to identify waste and process improvement opportunities within critical processes in the plant.
Trained mentored and empowered work groups to develop high performing, self-directed teams, increasing employee involvement.
Clarcor Industrial Air Blue Ash, Oh
Site Manager 9/2014 to 2/2017
Full operating management responsibility for the strategic planning, development, and management of Industrial filtration business.
Manage three different business units, new business, OEM business for Miller electric and aftermarket parts business.
Staff includes, process engineer, quality engineer, production manager managing six supervisors, buyer, master scheduler, inventory manager, EHS leader and HR, and 100 hourly employees.
Reduced hourly headcount by 15% by driving efficiency increases within the plant.
Managed 5.0% growth in sales to $41.3M this year which resulted in a average weekly output of $809,803 per week.
Reduced lead times from 4 weeks to 2 weeks on standard units and 6 weeks to 3 weeks on custom units.
Led 7 kaizan events to identify waste and process improvement opportunities within critical processes in the plant.
Led 2.7-million-dollar paint line expansion in facility.
Led ISO 9001 certification for the site.
Drove productivity improvement of 8% for the year.
Increased on time shipping to our customers from 68% to 99.1%.
Had a 40% reduction in customer quality escapes.
Trained mentored and empowered work groups to develop high performing, self-directed teams, increasing employee involvement and
General Electric Evendale, Oh
Manufacturing Programs Leader GE9X 4/2014 to 9/2014
●Responsibility for HPC and Fan for GE9X program for EFETT and DEMO Core test.
●Worked with suppliers on issues associated with schedule and worked on ways to improve potential misses.
●Owned left to right schedules for various parts.
● Visited suppliers to address issues and verify right to left schedule is still on track and potential issues are addressed.
●Attended design reviews and worked with engineering on any changes needed to be communicated to the supplier
General Electric Dayton, Oh
Plant Operations Manager 3/2012 to 4/2014
Full operating management responsibility for the strategic planning, development, and management of 4 separate business units including Industrial air starters, Aerospace component manufacturing, OEM parts business and remanufactured starter business.
Salaried staff included two master schedulers, seven manufacturing engineers, seven supervisors and 155 hourly employees.
Managed 7.3% growth in sales to $31.9M for year which resulted in a average weekly output of $614,000
Implemented lean manufacturing through elimination of waste and unneeded materials, using 5S, visual factory, best practices and quick changeover methodology.
Drove productivity improvement of 5.1% for the year.
Increased on time shipping to our customers from 61% in March to 97%.
Had a 40% reduction in customer quality escapes.
Trained mentored and empowered work groups to develop high performing, self-directed teams, increasing employee involvement and encouraged new ideas to improve processes.
General Electric Evendale, Oh
Methods Process Development Engineer 1/2010 to 3/2012
Safety Leader for Development Assembly organization.
Developed assembly processes for engine builds.
Lead Planner on Advent Program for development of procedures and processes.
Work with hourly mechanics, process engineers and co-ops on work scope for program.
Develop assembly processes using blue-prints, 3-D Modeling tools, Parts List and tooling story boards.
Work with hourly mechanics, assembly and tooling engineers to develop best practice assembly processes.
Work with Rolls-Royce on JSF program to implement their processes into GE’s assembly processes.
General Electric Evendale, Oh
Cell Support Leader 3/2008 to1/2010
Led daily manufacturing operations of commercial and military aircraft engine components.
Led quality improvement actions to reduce rework and improve first time through reducing quality losses from 7.7 %to 5.7%.
Manage work activities of 30 hourly on first and second shift in machining of compressor cases.
Direct maintenance activities to improve machine uptime.
Prioritize outside vendors work load to meet weekly commitments to our customers.
Responsible to identify manufacturing risk issues and instruct operators how to continue manufacturing operations.
Lead safety initiatives within area to reduce and eliminate potential safety concerns.
Work with support functions on prioritizing workflow and processes to ensure weekly requirements are met.
Cintas Corporation Mason, Oh
Production Plant Manager 3/07 to 11/07
Full operating management responsibility for the strategic planning, development, and production management of twenty seven salaried and 330 employees across three shifts.
Implemented new processes within the plant to address on time shipping, improved on time shipping from 79.8% to 99.4% by adjusting work flow and process modifications to fit business need.
Tasked with moving production floor from downstairs to upstairs and identifying best layout and manpower needed to make the transition without impacting the DC.
Foster a work environment where partners and managers are able to speak freely. Ensure that all leaders are being proactive in determining, and are responsive to, partners' needs, eliminating the need for third party mediation between partners and management.
Develop the skills and competencies of supervisors through training and development activities related to current and future functions of the job and communicate with human resources regarding career plans of direct reports.
Develop the skills and competencies of hourly partners through training and development activities related to current and future functions of the job.
Develop and review performance expectations for department. Ensure goal expectations are communicated to all levels of production and feedback is given when expectations are not met
Ensure all accidents are recorded properly and accident investigations are completed in a timely manner.
Communicate established quality goals to all partners and constantly reinforce the fundamentals of quality through leadership practices.
Review the cost of quality (PLE) with all partners (salaried and hourly).
Manage assigned line items of budget and submit to Vice President within given guidelines for approval. Constantly review the budget to ensure compliance.
Ford Motor Company Sharonville, Oh
Manufacturing Supervisor 10/97 to3/07
Full operating management responsibility for the strategic planning, development, and production management of torque converter manufacturing and assembly of four strategic business units, with seventy-five employees.
Led teaming initiative for converter area by engaging employees to accept change and encourage feedback and participation.
Implemented lean manufacturing through elimination of waste and unneeded materials, using 5S, visual factory, best practices and quick changeover methodology resulting in a 10% cost reduction.
Lead Value Stream Mapping process for converter business unit.
Initiated scrap reduction program reducing scrap from 3.1% of total volume to 1.3% percent using six sigma methodologies and best practices within converter assembly.
Achieved goal of <0.34 R/1000 for calendar year 2005 by leading quality initiatives.
Maintained and improved quality operating systems resulting in zero stop ships for 2006 calendar year.
Improved delivery schedule to 98% to customer for 2006 compared to 90% in 2005.
Trained mentored and empowered work groups to develop high performing, self directed teams, increasing employee involvement and encouraged new ideas to improve processes.
Raised productivity in assembly department from 178 JPH to 213 JPH in 2006.
EDUCATION:
Ferris State University Big Rapids, Mi
BS Business 1996
Mount Oread Leadership Series by University Of Kansas Business School 2016
Six Sigma Green Belt 2004
Design for Six Sigma 2006
REFERENCES: Available upon request
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