Manager Lean Manufacturing

Howard Robert Crull

Madison, Al. / Cell 256-***-**** / ********@*****.***

Senior Level Manufacturing Manager

Lean Manufacturing / New Model Management / Strategic Planning and Implementation / Human Resource Development

Dynamic manufacturing management professional with 20+ years of experience in Tier 1 / 2 and OEM automotive manufacturing.

Innovative individual with proven lean operations management, human resource development, advanced engineering application, new model management skills. Results driven problem solver with proven track record of global KPI achievement.

CORE QUALIFICATIONS

Strategic Planning Process Improvement Team Building

Growth Strategy & Staff Development Business Planning & Analytics New Model Management

Lean Systems Implementation Global Competitiveness P&L Improvement

PROFESSIONAL EXPERIENCE

TOYOTA MOTOR MANUFACTURING ALABAMA, Huntsville, Al. 2005 – Dec 2017

Toyota’s only plant globally to produce 4, 6 and 8 cylinder engines

Manufacturing General Manager 2015 – 2017

Manage plant manufacturing and conveyance for L4, V6 & V8 engine production with 4 direct reports and 1100 indirect reports

Achieved safety KPI by engaging team members at all levels to practice good KY and correct unsafe conditions

Quality TS 16949 achievement through plant wide defect analysis and coordinated actions between departments to countermeasure

Productivity improvement through TPS processes such as 3 Pillar advancement, FMDS and Jishuken activity

Cost achievement through plant wide lean manufacturing strategy for lead time reduction challenge

Staff development by challenging, coaching and advising managers to develop strategic plans in support of plant KPI strategy

New model (TNGA) project preparation with early engagement in engineering and production preparation

Production Manager 2012- 2014

Manage production ramp up to stable operations for new 4-cylinder engine

Launched new model L4 engine machining and assembly operations

Led implementation of training dojo for new team members

Developed mentoring system for development of newly promoted/hired group leaders

Developed FMDS format that follows TBP steps that became NAM benchmark

Directed special activities to use TM initiated kaizens to improve assembly line speed by 6 seconds in two years to reduce overtime and team member burden

Led weekly activity to improve Run Availability by targeting open issues identified through the use of FMDS

Project Manager new model engine project 2010-2012

Successfully plan and implement new model 4-cylinder engine

Led working group consisting of production, engineering, maintenance members through demolition, modification, installation and startup of assembly/machining operations

Modification of existing machining and assembly operations for production of new model engine. 90% of equipment modified and reused from global sources

Staffing strategy development, team member training planning and implementation

Production Engineering Manager 2005-2011

Areas of responsibility: Production Engineering, Maintenance, Environmental Management Systems, Facilities

Provide engineering shop floor support for manufacturing operations by developing TPS fundamentals such as TBP Problem Solving, Kaizen, Jishuken, Genchi Gembutsu into Engineering Specialists daily activities

Annual kaizen planning for productivity improvement, quality improvement defect flow out countermeasures, ergonomic planning / improvement and operating budget cost reductions

Engineering specialist development strategy and implementation

Annual facility capital / operating budget planning / implementation

Direction of facilities maintenance group toward self-reliance initiative that generates double digit annual reductions in energy, water consumption and waste generation

Environmental Management System leadership that achieved four consecutive years as Toyota North American leading production facility

Strategy development and implementation of Sustainable Model Plant initiative leading North American operations toward Environmental Sustainability

Development of TBP 8 Step Problem Solving skills among company supplier base as subject matter expert for Bluegrass Automotive Manufacturer Association

Continued

Howard Robert Crull

FAURECIA AUTOMOTIVE SEATING, Walton Ky. 2004-2005

Global Supplier of Innovative Automotive Parts and Supplies

Plant Operations Manager

Manage 24/7 operations of three business units for manufacturer of automotive seating components in a lean manufacturing, team based environment

Lead manufacturing teams in continuous use of Lean Manufacturing processes including monthly Kaizen events, daily 5S activities, Visual Factory improvements, Model Line implementation, Kanban, QRQC, MIFA/MIFD, and Value Steam Mapping designed to produce 7.5% productivity improvements each semester

Achieved 90% labor efficiency during past semester combined with external PPM of 23 with three months below 15PPM

Manage salaried production supervision, quality, engineering and maintenance staff

Responsible for organization of labor, material and equipment in accordance with budget and customer requirements

Development of semi-annual budget targets for improving direct labor, production efficiency, quality, safety, capital investment, and employee involvement

Responsible for attaining budgeted targets for safety, internal/external PPM, continuous improvement, labor efficiency, labor costs, Employee Empowerment and 5S

BATAVIA TRANSMISSIONS L.L.C., Batavia, OH. (Ford Motor Co.) 2002-2004

Joint Venture Between Ford and ZF Producing Transmissions for the Automotive Industry

Manufacturing Manager Case & Housing Machining

Manage 24/7 C.N.C. machining of aluminum transmission gearbox and converter housing

Member of management team charged with the launch of the initial business unit for the production of a continuously variable transmission

Participated with a cross functional launch team to develop processes, equipment requirements, plant layouts, and timing plans to meet launch requirements

Participated in cross functional DFMEA/PFMEA teams

Implemented Visual Factory, 5S activities, departmental SPC strategies, Current/Future State Mapping.

Developed and maintained departmental staffing and production plan to support the product launch from ramp up to full production

Developed and maintained departmental budget plan to support the financial requirements of staffing, supplies, training, technical support and materials

Developed and implemented training plan designed to prepare employees for the requirements of a self directed team based lean manufacturing system

Core team member for Six Sigma project to improve casting F.T.T.

UBE AUTOMOTIVE NORTH AMERICA, Mason, Oh. 1994-2001

Global Tier one supplier of aluminum wheels to the automotive industry

Project Engineering Manager

Responsible for managing a staff of mechanical and electrical project managers and C.N.C. programming engineers in the execution of a rolling capital plan to design new and upgrade existing systems in foundry, machining, painting and leak testing processes.

Responsible for developing financial justification, project timelines, project teams, and control of cash flow plans for all capital projects.

Continuously monitor production output and equipment performance to establish continuous improvement needs of operating systems.

Assist production and quality department management in performing root cause analysis of quality and production issues affecting finished product.

Machining Manager

Managed staff of 5 salaried and 48 hourly employees operating a cellular manufacturing system consisting of 12 machining cells that produced machined aluminum wheels.

Developed employee teams that utilized Kaizen principles, 5S practices and Kanban systems to improve lean manufacturing processes.

Maintained and improved department compliance with QS-9000 requirements.

Utilized SPC for control of key product characteristics.

EDUCATION

Morehead State University, Morehead, KY.

Bachelor of Science in Industrial Technology

Emphasis in Robotic Systems Engineering

Bachelor of Science in Industrial Technology

Emphasis in Electronics Technology

Associate of Applied Science in Industrial Technology

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