Iron Mountain, Michigan 49441
Results driven manager with a sound knowledge of lean manufacturing principles and techniques. Certified facilitator, skilled in motivating and managing technical and non-technical teams to achieve desired results. Excellent problem solving skills with abilities to coordinate resources to meet desired outcomes. Certified in job instruction, standardized work, and Value Stream Mapping. Demonstrated ability to work efficiently under pressure and to make critical decisions to maximize results.
With 22 years of manufacturing experience, I have honed my skills in some of Michigan’s most challenging manufacturing environments. I have developed extensive knowledge of various manufacturing environments, including lean management and manufacturing principals. I also bring my outstanding work ethic, commitment to quality, on time delivery, and cost reduction measures.
American Axle & Manufacturing, Iron Mountain, Michigan 2017-2018
Production Control Manager/Materials Manager
Managed all Areas of Supply Chain. This included planning, scheduling, warehouse and logistics, as well as customer service.
Managed Shipping and receiving
Tracked various metrics related to Production Control. This includes but was not limited to past due pieces. and molds, Schedule attainment, and freight costs.
Succeeded in bring down past dues in an oversold and capacity constrained environment
Developed capacity plans for numerous customers
Daily conference calls with customers
Began the implementation of shop orders to improve the flow and quality of product through the plant.
Knoll, Norton Shores, Michigan 2016-2017
Continuous Improvement Engineer/Manufacturing Engineer
Led Kaizen activities for one of the paint line that resulting in a 40% reduction in labor, 20% increase in efficiency and the implementation of Kanban cards for the department.
Implemented a system to allow for better flow and scheduling in the Fabrication department. This allowed the operators to have ownership to manage their machines while freeing the Supervisor to concentrate their efforts elsewhere.
Identified areas for improvement in our scheduling processes through Value Stream mapping of the process. Once Identified, developed and managed the teams working on the various issues.
Created a Kanban Card & Tracking System using magnetic cards that included pictures of the product among the other relevant information on the cards. This resulted in a 22% reduction in lost cards, 100% reduction in duplicate cards, and a 76% reduction in the cost of the cards.
Led a line balance Kaizen resulting in 52% increase in efficiency, 20% reduction in cycle time, 53% reduction in walk time and 100% reduction in wait time.
Barber Steel Foundry, Rothbury, Michigan 2012-2016
Production Control Manager/Continuous Improvement Manager
Schedule production in all areas of the plant
Implemented tracking sheets to monitor progress in Finishing department
Created a dashboard to track metrics for the plant
Created standardized map for Grinding parts in order to increase production by 50% and improve quality
Acting Finishing and Shipping/Receiving managers during start up phase
Acting Quality Manager during staff shortage
Train all employees in 5S, VSM, Kaizen, SMED and TPM.
Track all training and Lean activities/ coordinate lean events
Alcoa Power and Propulsion (Howmet), Whitehall, Michigan 2010-2012
Coordinated the activities of 72-80 production associates to ensure standards are met.
Ensure that labor utilization and efficiency goals are met.
Worked with support staff to ensure that operators were properly trained and improve moral so that production increased.
Tracked Scrap, attainment, defects per mold and other metrics daily.
Lead problem solving teams to work on issues that impede production.
GHSP, Hart, Michigan 2006-2008
Developed new employee appraisal form for hourly employees that were relevant to their duties, easier to understand and complete. This enabled Team leaders to get current on reviews and provide critical feedback to employees and increasing on time reviews by 70%
Restructured labor in the molding department which resulted in a 40% reduction in indirect labor
Assumed a team with conflict management and teamwork issues and turned team into a cohesive, functioning team.
Led problem solving meetings with supplier to reduce scrap of 11% to 0%, by helping to identify issues in their process.
Addressed customer issues through PTR system by holding meetings with appropriate resources to fix issue and close PTR.
Led Value Stream Map Project in assembly to help identify where improvements can be made and followed up on opportunities.
Tracked scrap dollars daily and implemented corrective actions on the top five. These were posted for team review and follow up, reducing scrap by 88%.
MAGNA DONNELY CORPORATION, Newaygo, Michigan 1996-2005
Directed the activities of employees in the molding department, including technical and non-technical teams.
Implemented a P.M. program for the resin delivery system that increased uptime by 20% and reduced scrap by 35%.
Reduced indirect labor by 33% through redistribution of job duties and a new rotation that reduced ergonomic injury by 10%.
Assumed an under functioning shift with record low uptime and high scrap levels and successfully turned around activities within two months to the highest performing shift in the department.
Guided the activities of four assembly areas and five sub-assembly areas with a focus on process, customer demand, problem solving, continuous improvement, and 5S.
Established a rotation for a low functioning assembly cell, which resulted in a 40% improvement in quality and 75% increase in productivity.
Led kaizen activity for a non-productive team, resulting in a 17% reduction in labor and an 18% increase in productivity.
Developed and implemented a card that identified partials in the paint system and eliminated excess partials, manual inventory count and the need for operators to change tag quantities. This reduced labor by 33% and inventory time by 25%.
Designed and implemented production instruction cards for the sub-assembly areas. Cards reduced inventory by 60%, increased productivity by 18% and significantly improved quality by verification of components.
Led a cross-functional team in a kaizen effort to improve the layout and ergonomic conditions of the sub-assembly area resulting in a 50% reduction in injuries and complaints and created 120 square feet of floor space for future assembly cells.
Reduced turnover by 30% by collaborating with other facilitators on conducting new hire training.
BBA/Business Management, Accounting - Baker College
Company sponsored training: Supervisor 101, Job Instruction, Standardized work, Value Stream Map Training,5S, TPM,SMED,Kaizen, Conflict Management, SPC, Leadership Effectiveness Training, DISC, ISO/TS 16949-2002 Auditor Training, Behavior Based safety, First Aid and CPR training, Effective Communication, 7 Habits of Highly Effective People.