Industrial/Manufacturing Engineer

Aaron Holt

Daphne, Alabama ***** ***********@*****.*** 678-***-****

Industrial / Manufacturing Engineer

Skillful and hands-on engineer with a proven track record of leading process improvement teams to innovative and cost-saving changes in manufacturing procedures. Strong history of involvement and expertise in continuous improvement, lean manufacturing, plant layouts, time studies and part component analysis. Drive down costs and increase output by championing modifications of secondary tooling and writing work instructions. Troubleshoot customer concerns regarding quality and on time delivery.

Areas of Expertise

●Proven track record of visionary leadership conducting cross-functional process improvement teams using lean techniques to eliminate waste, reduce scrap, improve floor space utilization, drive productivity, and increase profitability

●Design and implement visual tools (productivity boards, Kan-ban systems, visual inspection boards and 5S) to increase departmental accountability throughout the value stream

●Trainer in lean techniques and manufacturing metrics such as - time studies, value added vs. non-value added, direct labor vs. indirect labor, consumable vs. raw materials and purchased components

●Chosen to represent company at various international locations (Spain, Germany, and Canada) as subject matter expert for Process Improvement Team member.

●Adept at efficiently designing, developing and implementing secondary tooling

●Proficient in Microsoft Office Suite (Word, Excel, PowerPoint), MS Project, and AutoCAD.

Professional Experience

BFGoodrich – Tuscaloosa, Alabama 7/2016 to 5/2018

Industrial Engineer - Contract

Key Contributions:

●Created MOS sheets (Standardized Work) for (5) tire building process lines.

●Updated the BFG-3 plant layout to reflect the current machines, guard rails, storage locations, and material flow in preparation for the 2017 value stream mapping event. Created a magnetic map to illustrate new ideas to improve material flow throughout the plant. I was awarded a bonus after the VSM event. I was informed by my manager that the "World Corporate Lean Team" said that that was the new Michelin Bench mark for conducting Value Stream Maps.

Michelin – Greenville, South Carolina 5/2015 to 6/2016

Industrial Engineer - Contract

Lean manufacturing techniques, time studies, process flow diagrams, line balances, plant layout, inventory management.

Key Contributions:

●Decreased the cycle time of the mold load station by 25% by loading two components simultaneously.

●Decreased the mold spray time by 20% by evaluating the robot spray patterns and determining wasted motions that were eliminated.

●Created a cross functional team to evaluate issues with a three station turret system that was not working correctly, lead, guide, and directed the teams input and brought all three stations back into production.

Vulcan – Foley, Alabama 1/2011 to 5/2014

Industrial Engineer

Lean manufacturing techniques, time studies, process flow diagrams, line balances, plant layout, kaizen events, 5S, work instructions, inventory management, supply chain accountability.

Key Contributions:

●Increased inventory turns by 60% with new suppliers, holding suppliers accountable for Kan-Ban systems at their locations for purchased components, and contracting new vendors for outside services. Created in-house Kan-Ban systems to signal when an item needed to be ordered, as a result the components/packaging had a designated place for easy visual management and decreased the time to locate the item.

●Increased productivity by evaluating the value stream with an emphasis on direct labor-VS-indirect labor functions. This resulted in 30% increase in output from the screen printing department.

●Researched new technology that decreased 5 labor hours per day in the graphics department through the implementation of a different manufacturing method and as a result, improved quality and turnaround times for re-burns, decreased needed floor space for archiving old graphics to be used at a later date, and improved the accuracy of the message content to be processed by the screening department.

●Implemented time studies, created and populated excel spread sheet for baseline data, accountability for production requirements, and determination of process improvement impacts.

●Designed productivity boards and implemented plant wide that uses the time study database information to drive production, provide accountability and signal issues affecting the value stream

●Using lean techniques generated a new plant layout

●Implemented an incoming quality inspection protocol that specified the key characteristics to be checked, the acceptable tolerances, and batch size to be inspected.

●Decreased the annual chemical consumption by 75% with the implementation of a new process with respect to its application to the screens. This lead the way to becoming more environmentally friendly along with cost savings.

●Evaluated the production process for a style of visual marker with a result of 67% decrease in labor. This was achieved by changing the BOM to reflect replacing a fastener component with a different type, a new assembly fixture that incorporated a pneumatic cylinder that would rotate ten markers per cycle 180 degrees with a switch to provide the operator with the correct part presentation for the next fastener application. The packaging for the markers was also evaluated and removed from the value stream by having a pallet manufacturer to build the packaging. This change saved the company $18.00 per 200 units. Last year 120,000 were shipped. The other positive impact was the turnaround time to meet customer due dates. It took the same amount of time to build the packaging that it took to produce the product to be shipped.

●Spec’d out new machines and technology that was published in an executive summary format to provide the cost justification for the purchases.

●Instructed plant personnel lean manufacturing philosophies and their importance, in conjunction with the importance of routine acknowledgment and defining the job expectations.

Alto Products – Atmore, Alabama 11 /2008 to 9/2010

Industrial Engineer

Lean manufacturing techniques, time studies, process flow diagrams, line balances, plant layout, kaizen events, 5S, work instructions.

Key Contributions:

●Implemented time studies, created and populated excel database

●Designed productivity boards and implemented plant wide that uses the time study database information to drive production, provide accountability and signal issues affecting the value stream

●Using lean techniques generated a new plant layout that included 90+% of the manufacturing floor space to decrease wasted motion, increase efficiency and keep value at the source

●Designed and established a self directed work cell for a product line resulting in savings by reducing travel, batch size, and increasing operator labor utilization

Masland Carpets/Dixie Group – Atmore, Alabama 4/2008 to 11/2008

Industrial Engineer – Special Projects

Time studies, lean manufacturing, line balances, plant lay out, kaizen events. Training of personnel in lean manufacturing and leader of 3 continuous improvement teams.

Key Contribution:

●Designed new change over method to reduce forklift traffic in the plant by 70%, reduced labor hours per creel change over by 8.7% on the Infinity servo machines.

OFS Optics – Carrollton, Georgia 4/2007 to 4/2008

Industrial Engineer

Time studies, lean manufacturing, 5S, job quotes, line balances, implement kan-ban, plant lay out, cost analysis, kaizen events. Training of personnel in lean manufacturing and 5S, QC circle coordinator.

Key Contribution:

●Reduced process flow traffic by 20%

●Designed new WIP conveyance system to reduce fiber breaks

●Recommended numerous opportunities for plant operations through lean manufacturing techniques including time studies, Kan-Ban, 5S and cost analysis.

●Lead, guide and direct the plant personnel as QC Circle coordinator.

●Used time studies to increase up time in Premises cable area by implementation of proper tool usage, labor utilization, and improved time management.

Franklin Aluminum – Franklin, Georgia 9/2005 to 8/2006

Program Launch Manager

Ensure all aspects of programs were verified, complete and on time including but not limited to quoting job, tooling, assembly fixtures, extrusion dies, forming equipment, packaging and prototype parts. Reviewed GD&T on drawings, verified CMM data. Create and enter BOM’s and routings. Responsible for training of line personnel, line balance and module set up. Largest customer base were Honda and Kia.

Key Contribution:

●Every program launched on time and under budget.

Decoma International – Decostar, Carrollton, Georgia 3/2003 to 8/2005

Program Manager

Manage total product development process from concept and design through production and delivery to customer including managing all secondary tooling, service parts, process lay-outs, and time studies. Ensure all requirements for product creation are in place production equipment and personnel, sourcing requirements, and manufacturing processes. Determine necessity of designing product-specific equipment for production line manufacturing of product. Prepare and issue request for quote packages to potential suppliers and complete a competitive analysis prior to awarding business. Assist in production needs, including production team member training, creating and implementing procedures to facilitate assembly, process, testing, and manufacturing create process flows, assemble module layouts, write work instruction sheets for operators, and conduct time studies. Support prototype builds supplied to Mercedes Benz.

Key Contributions:

●Saved $500,000 by implementing process change from vibration welding to ultra-sonic welding for joining two plastic components together.

●Cut costs by additional $325,000 by eliminating need for new tools for vibration welder and by decreasing power consumption.

●Increased module square footage availability by 25% through space reduction from using ultra-sonic welding process.

Guardian Industries – Covington, Georgia 5/1997 to 3/2003

Senior Industrial Engineer

Promoted to Industrial Engineering Manager. Hired, trained, and supervised four Industrial Engineers. Trained all plant personal in lean manufacturing methods and led cross-functional teams each quarter in process improvement. Reviewed and approved all cost analyses, time studies, and plant layouts. Prepared department for internal and external audits.

Key Contributions:

●Saved $38,000 per month by leading cross-functional team to eliminate waste in assembly module, reducing scrap by 67%.

●Eliminated need to run second shift by automating blank press to run in the same cycle as the form die.

●Reduced consumption of plant floor space by 45% as a result of leading cross-functional process improvement team.

●Maintained production rate after decreasing first shift by two operators.

●Chosen to represent company in Spain as corporate liaison for 18 months. Selected from all industrial engineers after undergoing Process Improvement Team data evaluation process.

●Sent to Canada to transition business unit’s use of new supplier.

D.F. Shoffner Mechanical Contractors, Inc. – Cookeville, Tennessee 1995 to 1996

Pipe Welder

Completed pipe welding and fitting. Installed various types of valves, instrumentation gages, chill water towers, chillers, and boilers.

Stone Brothers Welding – Cookeville, Tennessee 1994

Welder / Fabricator

Performed welding and fabricating, both in shop and out in the field on such projects as restoring a food processing plant and rock crusher.

Early experience includes position as Head of Welding Operations for Eagle Bend Manufacturing in Clinton, Tennessee and for Shannon Industries in Knoxville, Tennessee, and Welding and Tool Shop Foreman for Professional Robotics in Oak Ridge, Tennessee.

Education

Bachelor of Science in Industrial Technology Tennessee Technological University, Cookeville, TN

Minor: Business Administration Concentration: Industrial Relations, Specialized Technology, Business Administration, Plant Layout, Time and Motion Studies

GPA: 3.65 Graduated 1997

Associate of Science in Science and Engineering Roan State Community College, Harriman, TN

Concentration: Engineering Mechanics, Physics, Calculus

Graduated 1992

Combination Welder Certificate Harriman State Area Vocational School, Harriman, TN

Major: Combination Welding Minor: Metallurgy

1987

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