JULIUS KEITH HUFF (firstname.lastname@example.org)
Plano, Texas 75025
SENIOR OPERATIONS / LOGISTICS / PROCESS IMPROVEMENT PROFESSIONAL
Results driven professional with highly Successful Strategic Management experience in leading Operations/Plant Management, best in Class Maintenance and Quality Programs (such as ISO 9001 and 14001 protocols), Process Improvement, Engineering, Packaging, Facilities Maintenance, and Logistics, including global project assignments for numerous well known Corporations. Well versed in the use of Six Sigma, Lean Manufacturing, Just in Time, and Total Quality Management approaches to achieve organizational stretch goals within the Total Manufacturing/Operations Effort. Additional experience in the Toyota Production System, Change Agent Strategies, Logistical and Value Stream layout/mapping, Regulatory Affairs (both State of Texas and Federal Government Compliance).
Key areas of expertise:
Lean Manufacturing & Six Sigma Ops
Strategic Planning & Operations
Supplier Quality Management
Governmental Agency Interface
Master Of Science - Industrial Engineering Technology
Murray State University, GPA 3.33/4.0
Bachelor Of Science - Environmental Biology, Minor In Chemistry
Tuskegee Institute, GPA 3.75/4.0
US Army Command And General Staff Officers College Graduate
Registered Environmental Manager (REM) and Certified Environmental Auditor (CEA), Safety Trained Supervisor (STS) Certifications
Certified Six Sigma Black Belt (with Lean Manufacturing Certificate)
Atlas Copco/EPIROC, Garland, TX (March 2017-Present)
Plant Manager with full P&L for the Garland 1.1 Million Square Ft. EPIROC Campus and Staff. Leader in charge of world class Mining Equipment Manufacturing/Assembly for International Operations. Responsibilities include Production, Engineering, Quality and Process Improvement. Responsibilities also include greater than $100 Million in on-hand Inventory Management and Multi Billion Dollar on-time Delivery Targets and Eighteen direct professional reports including departmental heads/leaders.
Increased Production Efficiency by greater than 25% while doubling the Unit Output in Production
Decreased the Safety Incident Rate by 50% over the first year while reaching 1 Million Hours without a Lost Time Incident Status
Implemented the first stage of Just In Time Proticols to increase production output while streamlining on hand inventory
Decreased the Quality Defect Ratio across all Product Lines by 15%
Increased the Product Overall Value by decreasing the Total Production Cost through efficiency gains and throughput improvements.
Lead Marketing Initiatives to increase the Production Targets for the 2019-2020 Production Year
Advanced Technology Services (ATS), Inc. (January 2014-March 2017)
Director Regional Facility and Environmental Operations
Area/Regional responsibilities for leading Multiple Plant Operations in support of the ATS Strategic Plan and Direction, Leadership, Continuous Improvement and P&L responsibilities in the concentration of Maintenance Operations, Logistics, Supply Chain in a diversified portfolio of operations (including Food and Beverage, Automotive, Heavy Equipment, Tool and Die, Aerospace, Construction Materials and Assessment/Start-up Plant Operations). Provide direction and mentorship in Capital Equipment Life Cycle Management, Continuous Improvement and Customer Savings for long-term growth and increased revenue. Professional forte in shifting the Operational/Maintenance Continuum from Reactive to Predictive in a safe and efficient process. 24 Professional Direct Reports in the functional areas of Maintenance Operations, Logistics, Continuous Improvement, Plant Layout/Management, Training and Planning/Scheduling.
Regional Responsibility for upwards of $22M in planned Revenue
Multiple Plant/Site Responsibilities (currently Nine Manufacturing Plants in the Southern United States)
Safety OIR across all facilities over Three Year Tenure average is 1.15 (best year .75)
Exceeds expectations on Retention of internal professional and Customer Service Feedback Metrics
Exceeds expectations on Growth of assigned internal territory (adding $4M in 2016 to Area of Responsibility)
Safety Kleen- Plano, Texas (Mar 2011-January 2014)
Director of Operations Support and Continuous Improvement
Responsible for leading the Strategic Operations Plan for 150+ Branches across the United States. Leadership in the areas of Service/Delivery of Safe and Efficient removal of Hazardous Waste and Materials, Oil Recovery for Recycling, Branch Network Training and Safety, Inventory Management, Allied Products, Environmental Project/Program Implementations and P&L Assurance/Delivery as budgeted. Direct Reports within Four Departments include: Branch Operations and Network, Metrics and Measurements, Branch Technology and Improvements, and Regional Operations Support (for Four US Regions and One Canadian Region). Leadership Expertise in the execution of Large Strategic DMAIC Projects as assigned by the SK Board of Directors for Improvements in Growth, Safety, Customer Satisfaction and Revenue.
Six Sigma Black Belt in charge of leading the Corporate-wide Billing Renovation Program encompassing all Billing Methods and Payment Processes. Project estimated Savings of $4.1 Million Dollars.
Six Sigma Black Belt in charge of leading the Corporate-wide Delivery/Service Improvement Project designed to improve Customer Delivery from a One Week Window to a Four Hour Timeframe of Service for every Customer (greater than 250,000 Accounts). Project estimated Savings of $3.0 Million Dollars.
Led Branch Network to record year of 17% Increase in the Number of Services Conducted, 8% increase in Revenue generated while decreasing the amount of Fuel consumed by 12%.
Improved by at least 12% across all Branch Metrics including Service/Delivery, Customer Satisfaction, Quality Indexes and Fuel Consumption/Savings.
Led Three New Strategic Account Implementations using a newly developed DMAIC based integration tool, designed within the Branch Metrics Group. Initiatives focused on Customer Real Time Account Feedback, Delivered Service Margins, and Profit Generation.
Consolidated Container Company-Sherman, Texas (March 2009 –Jan 2011)
Responsible for leading the Plant and all employees/departments in the Scheduling, Production/Manufacturing and Transportation of Containers for the Food and Beverage Industry (24 Million Pounds Annually). Responsibilities include: on-time delivery of Quality Products, Strategic Manegement, Safety Assurance and P& L Responsibility at the largest Plant within the Corporations’ Inventory of Plants (60+ Plants located in the US). The Plant produces a wide variety of containers and packaging materials for the Food and Beverage, Industrial and Household Markets, on a Seven Days per week basis. The Plants core competencies include the Blow Molding of HDPE, and PET Containers in a Just in Time Production Module for some of the worlds leading industries.
Major Accomplishments to date include:
Led the Facility to the President’s Award for 2010 for Manufacturing Excellence
Led the Sherman Plant Turn Around from a Sub Performer to a Safe/Profitable Business Unit
Led Preventive Maintenance/CMMS and Logistics Software System Integration to enhance the Total Manufacturing effort (MRP and AS400 Platforms)
Reduced Total Labor by 35%, while increasing plant profit by 28%
Reduction of Safety Incidents by 90% (OIR 1.65)
Reduction of Quality Complaints by 38% (no Open/Outstanding Complaints)
Increase in Total Pounds of Saleable Product by 17%
Elimination of on-hold product, while increasing product delivery by 13%
Established New Employee Training and on the job simulation programs for a more efficient introduction into the workforce
HNTB Architectural, Engineering and Planning Corporation- Plano, TX Mar 2007-Mar 2009
Division Director of Quality, Environmental, and Continuous Improvement
Directed the Division’s Nine Locations (totaling aprox. 3000 personnel) into a single Central Quality and Environmental Management System. Change Agent in charge of leading the Division’s Quality and Environmental Programs to include Large Project Oversight. Leading the Corporations Strategic Initiative for all sites to become ISO 9001/14000 Certified. Responsible for developing and leading Quality, Operational, and Environmental Roadmap Activities designed to increase Project/Program efficiency, while decreasing waste/rework. Responsible for the incorporation of Lean, Six Sigma, Best Practices, and Lessons Learned for the internationally recognized Architectural, Engineering and Planning Corporation. Provide Process Excellence focus to all corporate initiatives as part of the Executive Suites Optimization Initiatives. Provide Mega Project Leadership to Office Executives, charged with the execution of tasks and schedules for Large Scale Engineering, Construction, and Infrastructure Projects including: Toll Way, and Bridge Construction, Roadway Infrastructure, Utility Placement, Environmental Remediation, Federal and Municipal Contracting, Sub-Consultants Management, and Major League Sports Stadium Construction.
Leading the Strategic Initiative for the Corporation’s Divisions to become ISO 9001 & 14001 Certified
Established Quality and Environmental Metrics that demonstrate the Corporate Growth and Continuous Improvement consistent with the Organizational Goals and Vision
Established Training program beginning with Corporation’s Officers and Principals
Executive Reviewer of Mega Projects (in excess of $5 Million in Fee)
Lead Systems Integration upgrades that will facilitate Quality and Environmental Data Reporting for metrics
Established Program Review Councils and automated checks designed to prevent re-work or costly construction errors
Established Division-wide Compliance Program which established regulatory reporting requirements
Reduced claim involvement by 38% to date (aprox. $3.4 Million in savings/avoidance)
PACCAR AUTOMOTIVE (PETERBILT) DENTON, TX
Assistant Plant Manager/Director of Continuous Improvement-Denton, TX Feb 2004-Mar 2007
Change Agent responsible for the Total Manufacturing effort to include strategic alignment and utilization of resources required to maintain/increase production, while focusing on Logistics and Lean/Six Sigma initiatives. In charge of the operations of the 1400 Employee Facility, which produces 1.3 Billion Dollars in Finished Goods Annually. Direct Reporting Departments include: Manufacturing, Engineering, Maintenance, Quality, Process/Continuous Improvement, Facilities, and Audit/Validation, in addition to leading production to meet/surpass stated goals.
Developed Supplier Quality Program to implement new lines of supply consistent with the Strategic Plan
Re-aligned Plant Flow and Supply Points to become Toyota Production System Compliant
Increased Operational and Manufacturing Efficiencies greater than 20% (to date) across targeted Departments, through implementation of Lean Manufacturing and Six Sigma Initiatives. Conducted numerous Process Flow and integration initiatives, while focusing on the elimination of redundant operations. Initiative accounted for 10 Million Dollars in additional production over 2006
Developed Programs that led to the reduction of the Corporate Quality Defect Measure by 25%
Led the integration of numerous Kaizen, Six Sigma, Lean Manufacturing, and Mistake Proofing Initiatives. Initiatives accounted for greater than Six Million Dollars in savings for 2006.
Led the Manufacturing Strategic Goals to Line Balance resources, while streamlining on-hand inventory. Increased Inventory Turns by 15% in 2006, while decreasing attributed DPUs by 40%.
Reduced Capital Spending used, while achieving 20% increase in production using existing assets.
Lead numerous Lean/HIKE/Mini-Kaizan Events designed to deliver Cost, Materials, and Quality Improvements
Provided strategic oversight for $16 Million in Capital Budget Projects
Led Six Sigma initiative that developed the First Robotic Weld Cell for Fuel Tanks in the Industry (30% efficiency gain). In addition, increased robotic use to sixteen different applications for Three Million Dollars in Savings Annually.
National Geographic’s Television Series-Technical Lead for the Production of the Peterbilt Operations on the Program “Today’s MEGA Factories”.
Manufacturing Engineering Manager and Director of Quality Positions- Multiple Plant Feb-2004-Feb 2005
Responsible for the Quality and Process Improvement Operations necessary to ensure a Superior Product within the production of multi-classes of Over the Road Trucks. Responsible for the Plant/Supplier Quality Personnel, Six Sigma/Process Improvement Personnel, PPAP Lab Operations, Calibration Departments, Quality Engineering and Supplier Liaison Groups. Responsible for ensuring an Integrated Quality structure is in place to facilitate superior quality, while increasing total output of finished goods. Operational focus centers on the integration of Lean Manufacturing, Six Sigma, GMP, ISO, and Process/Validation Protocols. Position responsibility was for the Denton, Texas and Nashville, Tennessee Production Facilities.
Established required robust processes to achieve consistent superior Quality for targeted areas (25% Plant Reduction in DPUs to date).
Increased the Corporate Quality Index Score by 28% through increased SPC usage, extensive process revisions, and QA Resource re-alignment to promote production product control, rather than inspection (Plant Records set more than Five times in a 12-Month period)
Increased the capability for conducting First Article Testing corporate wide by 20%
Established a Corporate Road Map and Value Stream Mapping to provide standardization of process quality across the Corporation while increasing the number of produced units.
Decreased Supplier Quality DPUs by 30% overall, while re-aligning Materials Flow for Assembly Operations
Increased efficiency through the integration of Robotics throughout the plant (currently 16 Robots in use)
Achieved Stretch Goals for Five External Audits in the Logistics, Quality, and Process Improvement arenas
Lead the Quality effort in achieving numerous Quality Awards, both internal and external recognitions
(J. D. Power Awards- multiple categories, Quality Magazine, National Geographic, Industrial Week, Barrons
JOHNSON & JOHNSON CONSUMER PRODUCTS GROUP, Sherman, TX Dec 1997-Feb 2004
Manufacturing Business Unit/Plant Manager- Jan 2002-Feb 2004
Directed the Company’s largest volume producing manufacturing plant with $600 Million in Annual Finished Goods and 600+ Employees in a 24-Hour operating Facility.
Increased Plant Operational and Manufacturing Efficiencies greater than 15% across 12 Departments through implementation of Lean Manufacturing and Six Sigma Initiatives.
Lead High Speed Packaging and Injection Molding Class Two Product Line Start-up with Zero Deficiencies at Product Launch
Exceeded targeted Lean Cost Improvement Projects (greater than $1 Million in Annualized Savings).
40% Reduction in Safety Incidents.
35% Increase in Plan Attainment and Product Mix delivered.
No Regulatory actions noted on any Environmental, Safety, or Quality Audits
Reduced Quality non-conformances involved in the production effort, by greater than 25%.
President’s Silver Award for Excellence in establishing Base Business following Two Product Recalls
Additional Assignments within J&J
Manager, Manufacturing Support, (Dec. 1997- Jan. 2002)
(Facilities & Environmental Engineering, Transition Engineering, Transportation, Maintenance, & Calibration Departments)
Led Transition Engineering Teams in the relocation of Medical Equipment designed to produce various classes of Medical Products (Domestically and Internationally- Mexico, Puerto Rico, China, and Thailand)
Served as the Liaison for the overseas workforce receiving new manufacturing equipment and establishing the functional footprint for each operation
Developed the Division’s EMS Program and provided guidance which led to the facility receiving its ISO 14000 Certification (and MAARS Rating of 4) and lead the facility to the J&J Corporate Bronze Award for Environmental Excellence.
ISO 9001 & 14001 Corporate Auditor (Completed Nine Audits complete with Corrective and Preventive Actions)
Led 20+ Member Team of in-house OTR Drivers
Led Compliance review efforts to review liability and/or due diligence of products/acquisitions and/or mergers
Led Facilities Maintenance Department to completing all Ten Green Lights Project Stages.
Designed program that incorporated over 800 pieces of equipment for routine calibration (no observations noted on multiple third party audits and ISO 9000 Series Compliance Assessments). Viewed as Best in Class.
Level Four Award Recipient (J&J Quality Improvement Program).
J&J Quality Improvement Wall of Honor (1999, 2000, 2001).
President’s Silver Award-Environmental Excellence (provided Corporate Model for ISO 14001 Program).
HENKEL CHEMICAL CORPORATION, Kankakee, Illinois Oct. 1995 – Dec. 1997
Technical Services Manager
VISTA TECHNOLOGY, INC., Huntsville, Alabama July 1993 – Oct. 1995
Senior Industrial and Environmental Engineering Manager
UNITED STATES ARMY ACTIVE DUTY PROFESSIONAL EXPERIENCE Apr. 1985-July 1993
Senior Army Officer/Leadership Experience (Acquisition, Chemical, Materials, & Engineering Officer)
UNITED STATES ARMY EXPERIENCE
416th ENCOM FACILITY ENGINEER COMMAND Aug. 1993 – Mar 2004 (Lieutenant Colonel Retired)
ADDITIONAL PROFESSIONAL/CONTINUING EDUCATION
-Extensive Executive Operations, Logistics, Quality, and Project Management Training Programs
-University of Michigan’s Ross Business School- Executive Operations Management Course (2006)
- Society of American Military Engineers
- Association for Manufacturing Excellence (AME)
- Board of Certified Safety Professionals
- National Registry of Environmental Professionals
- American Society of Industrial Engineers
- Reserve Officers Association
- Who’s Who of International Professionals
- Chemical Manufactures Association
- American Society of Quality
- My Federal Credit Union (Board of Directors)
- DOD Secret Clearance-Active
- Big Brothers of America
- Basketball, Softball, and Jogging
- Numerous Community Service Organizations