Manager Continuous Improvement, Manufacturing Manager
Resume:
Patrick M. McAndrews
Avon Lake, Ohio 44012
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SUMMARY OF QUALIFICATIONS
Experienced leader looking for a challenging position in Organizational Development and Change Management; Twenty-Five years in Business Development and Management; Develop and Implement Business Strategies, Training and Facilitating, Profitability Improvements and Globalization Impact.
PROFESSIONAL QUALIFICATIONS
AT&F Company, Cleveland Ohio February 2012 to Present
Director of Operational Excellence February 2012 to March 2016
Certified Lean Black Belt in areas of support, production and operations and distribution
Created a Steering Committee to guide and direct our Lean initiatives
Developed a three-year strategic plan to support World-Class Lean metrics.
Developed and administered Lean training company-wide starting with the leadership team and included all team members
Established and defined 12-month future state maps based on three year strategic plan.
Created a continuous improvement culture through cross-functional work teams and Kaizen events.
Guided and directed Team Leads on supporting key performance indicators in the areas of safety, quality, lead-time, on-time delivery, productivity and cost out savings.
Developed and implemented 5S throughout AT&F. Identified champions and created audit team to assure sustainment.
Created a defined an inventory replenishment system that included defined supermarkets and pull systems back to our steel vendors. A reduction resulted in raw material inventory from $4,000,000 to $500,000. This increased inventory turns from 1 to 10.
Facilitated and implemented standard operations at our Orville plant manufacturing gas scrubbers for Cruise ships. Lead-Time was reduced from 21 days down to 5 days and total hours were reduced by 50%. Floor apace was reduced by 75% and WIP was cut in half.
Facilitated and implemented set-up reduction on our 2800 ton press brake that resulted on eliminating 40 hours per month of set-ups.
Facilitated and implemented standard operations in our Heavy Fabrication division manufacturing T-beams. Operations were balanced to Takt time which resulted in doubling our output, reducing WIP by 75%, reducing our lead-time by 5 days.
Production/Inventory Manager March 2016 to Present
Staffs, supports and directs 40 team members on three shifts responsible for $15million in Sales per year. Dotted line responsibilities to support staff in the areas of safety, human resources, quality, engineering, production planning, and maintenance.
Managed and maintained raw material, WIP and finished goods inventory.
Created and administered daily cycle counts on inventory that lead to 99% accuracy.
Created cross functional work team to focus on safety, quality, on-time delivery and output.
Lead daily tier meetings to discuss yesterday’s performance and goals for the upcoming shift.
Audit 5S schedule in each of the areas of responsible.
Administered quarterly performance reviews for each team member.
Create and implemented cross-training schedule to assure we can meet our customer needs.
Lead weekly safety walks to identify and fix potential hazards.
Kennametal Incorporated December 1999 to February 2012
Manufacturing Manager, Orwell Ohio November 2009 to February 2012
Staffs, supports and directs 150 team members on three shifts. Dotted line responsibilities to support staff in the areas of safety, human resources, quality, engineering, production planning, and maintenance.
Guides and directs Leadership team in Management Based Safety Program that conducts: monthly safety meetings, safety tours, proactive find and fix activities, plant-wide safety stand downs/ups, and safety swarms.
Guides and directs Supervisors, Team/Group Leads on supporting key performance indicators in the areas of safety, quality, lead-time, on-time delivery, productivity and cost out savings.
Assures Lead-boards are maintained and managed every two hours in such a manner to support operational goals.
Develop and guides cross-functional work teams on Lean initiatives: Safety Audits, Value Stream Map/Strategic Deployment, RCA/5 Why’s, Fishbone, TPM/Set-up Reduction, Workplace Organization/Standard Operations/Pull/Flow.
Creates and develops strategic plans with Operations and Support Functions. Operation reviews are held on a monthly basis to review results with Cross-Functional Work Teams.
Guides and directs training programs to assure newly hired team members are fully productive within thirty days. Weekly meetings are held with leadership team to assure we are meeting our targets
Lead daily tier meetings with supervisors responsible for safety, production, maintenance, quality and on time delivery.
Guide and direct preventive maintenance program. Assures critical equipment is running, PM is on time, replacement parts are stocked, and communication is clear to maintenance when machinery is down.
Leads weekly EBIT meetings with Finance to discuss performance in shipments, WIP creation, Big 3 Spending, and labor costs
Leads monthly “Voice of the Employee” roundtables on each shift to discuss issues and opportunities. Action plans were created to address concerns.
Leads weekly production planning meetings with materials and planners to discuss performance on back-orders and on-time delivery.
Earned Black-belt certification in Value Stream Mapping, Set-up Reduction, TPM/5S, and Standard Operations/Flow/Pull.
World-Class Transformational Facilitator May 2008 to November 2009
Directed and guided World-Class Lean Initiative at the carbide insert plant for 400 team members
Developed a three-year strategic plan to support World-Class Lean metrics.
Developed and guided cross-functional work teams that supported our World Class initiatives.
Aligned 12 value streams from powder to shipping that accelerated flow and minimized WIP levels needed to support the operations.
Developed future state maps that defined WIP requirements, cycle time improvements, scrap reduction, lead-time reductions, training needs and layout improvements.
Executed seven standard operations projects that included supermarkets, pull systems, layout improvements, and cellular flow.
Created and trained the leadership structure to manage and guide Value Streams.
Distribution Manager, Cleveland Ohio March 2006 to May 2008
Staffed, directed and supported 100 hourly distribution team members that shipped 4,500 packages that included 13,000 line items per day.
Increased On-Time delivery performance from 93% to 99%.
Implemented quality improvements through root cause analysis resulting in parts per million from 300 to 125.
Increased productivity by 25% through implementation of continuous flow, standard work, and visual controls.
Created a continuous improvement culture through cross-functional work teams and Kaizen events.
Utilize Value Stream Mapping for annual strategic planning that detailed our future state and implementation plan for the upcoming year.
Developed and monitored a training program that enabled new employees to be producing at a high level within 30 days.
Led and participated in Safety Initiatives that resulted in zero injuries for 18 months.
Facilitated Lean 101 training.
Global Lean Facilitator, Cleveland Ohio December 2003 to March 2006
Developed a three-year strategic plan for Kennametal Distribution Services for nine locations in India, Singapore, Germany, England, Canada, and the United States.
Transformed nine Distribution Centers into self sufficient Lean facilities through the certification of 35 green belts.
Created a Global Lean Steering Committee to guide and direct our Lean initiatives.
Participated and helped create the “Art of Lean” training that focused on soft skills of facilitating a project: Change Management, Presentation Skills, Consensus Building, Conflict Resolution and Problem Solving.
Certified trainer in the 25 Keys of Operational Excellence.
Participated and developed Kennametal’s Standard Lean Training: VSM, Standard Operations, Pull, Continuous Flow, TPM and 5S.
Lean Facilitator, Cleveland Ohio December 2000 to December 2003
Developed a Lean Program for Kennametal Distribution Services that incorporated the Lean concepts from Lean Manufacturing into distribution activities.
Developed a 12-month Lean plan that defined projects and cost saving objectives for the upcoming year.
Transformed and sustained the Distribution Centers 5S program.
Facilitated over 100 lean projects globally with suppliers, customers, manufacturing, sales, purchasing, engineering, and marketing the resulted in over 20 million dollars in savings.
Trained and mentored over 50 green-belts from administrative, manufacturing and distribution areas.
Lean Facilitator Cash Max training.
American Tank and Fabricating Company, Cleveland Ohio September 1992 to December 2000
Production and Operations Manager
Staffed supported and directed 50 team members across three shifts for the light plate steel fabricating division
Led quality circles with management, sales, production, materials and shipping to pin point problems and identify solutions.
Implemented a cross-training program to increase flexibility within the team that improved on time delivery.
Assisted in development and implementation of pay-for performance
Created a vendor rating system that grade vendors on performance.
Scheduled 10-12 truckloads of finished products going to our customer per day.
EDUCATION
The Ohio State University-School of Business, Columbus Ohio
B.A. Production and Operations Management, 1992
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