Canton, OH (willing to relocate)
Manufacturing Professional, Certified Six Sigma Black Belt, Lean Certified
Large scale operations management in excess of 250 employees Operational budget ownership in excess of 400M
Kaizen facilitation and Six Sigma/statistical analysis Safety, enhancement and Risk Mitigation
Cost benefit analysis and CAPEX substantiation Teaching, mentoring and developing talent
Walsh University, North Canton, Ohio: Master of Business Administration
Bachelor of Science in Chemistry, magna cum laude
Certified Six Sigma Black Belt through Breakthrough Management Group March 2006
Lean Certified through Toyota Engineering Corporation January 2015
TEACHING AND TRAINING EXPERIENCE
Adjunct Professor of Statistics at Walsh University from 2006 to 2011
SAP, Oracle, QAD, Minitab, Crystal Ball Software and Demand Solutions knowledge and experience
Assisting family member with health issues 2012 to 2018
Able to return to full time employment
L & W Engineering, Avon Lake, Ohio (commute was 85 miles one-way) 7/2017 to 9/2017
Responsible for 40 to 50 direct reports in a manufacturing environment to manufacture stamped parts and assemblies.
Facilitated the production of eight stamping machines in conjunction with the finishing of the stamped parts into assemblies.
Ventra Plastics, Sandusky, Ohio (major company changes after hire) 3/2017 to 5/2017
Responsible for 200 indirect reports and 15 direct reports in a manufacturing environment to manufacture automotive parts and assemblies.
Facilitated the production of 80 injection molding machines, 20 various types of chrome plating equipment of the plastic profiles, and two paint lines.
IAC Corporation, Huron, Ohio (reduction in workforce) 8/2016 to 1/2017 Continuous Improvement Specialist
Responsible for driving 450 hourly and 50 salary direct reports in the Six Sigma and Lean Methodologies to drive down the cost of the operation.
Total estimated savings approximately 600K over 6 months
Identified 100K in hard savings from process improvements off of the paint line in scrap reduction.
Identified 500K in hard savings from process improvements from labor utilization and cell layout optimization.
Facilitated Kaizen work groups for Ford VN127 productivity increase and labor/shift reductions for GM subcomponents.
Evaluated, trained and audited IAC Production Systems and recommended action items for program improvement.
Created training and trained operations management on Manufacturing Execution System (ShopLogix) transition.
NLMK PENNSYLVANIA, Farrell, Pennsylvania 6/2014 to 11/2015
Responsible for helping 700 hourly and 100 salary reports in two sites (Farrell, PA and Portage, IN) using Lean and Six Sigma Methodologies to drive down the cost of the operation.
Total estimated savings approximately 3.5M over 1.5 years
Identified 650K in yield savings from process improvements off the Temper Mills
Lead 14 A3 projects that accounted for 15M in savings potential based on True North calculations
Calculated the 2015 KPI gap analysis to the 2014 actuals to describe a potential benefit to the company of 30M
Trained salary and hourly staff on 6S, the System for Efficiency Improvement (SEI), NLMK Production Systems
Statistically substantiated yield savings for slab length increases that accounted for 750K in additional contribution margin
Lead A3 efforts on catastrophic failures that impacted the Working Ratio of the business including: Slew Bearing failures, Refractory failures, and Cobble Reduction efforts
VALLOUREC STAR, Youngstown, Ohio (needed to leave due to family member health issue) 2008 to 2013
General Supervisor, Pipe Mill Operations 1/2011 to 10/2013
Directly lead 125 to 200 indirect reports and 25 to 30 direct reports while running the Pipe Mill for Vallourec as the General Supervisor of Operations. This number included two daylight supervisors, eight team leaders, twelve assistant team leaders and four rolling mill coordinators.
Total estimated savings approximately 16M over 3 years
Responsible for budget in excess of 400M per year including yield, labor, and consumables
Successfully lead the team to three consecutive years of sales in excess of 1B dollars via quality and overall production
Over three years helped realize a plan to cut the average cycle to 20 days instead of 32 to improve customer lead time
Successfully managed quality losses from 6% of total production to 4% of total production with a net value of 4M per year
Successfully trained 65 employees with no safety or quality incidents for the new seamless FQM pipe mill in Youngstown
Devised and delivered a savings plan to deliver another 1.5M in yield savings actively monitoring all yield impact to the production flow with an emphasis on nominal wall losses
Reduced total recordable injuries from six in 2011 to one in 2013 Lean Six Sigma Black Belt 8/2008 to 1/2011
This role included training and facilitation in the Youngstown, Ohio Melt Shop and End Finishing (350 people) along with the Finished Pipe Site in Houston, Texas (200 people).
Total estimated savings approximately 10M over 2.5 years
Responsible for estimated total savings increase from 800K to 10.2M annually
Played a key role in obtaining 700K for fall protection equipment for the hourly and contracted workforce
Evaluated and assisted Continuous Improvement program to grow from 20 teams to 50 teams
Responsible for training, facilitating, and mentoring team members as they move through the DMAIC process
Assisted in all primary indicator validations diagnosed statically significant trends once processes were optimized
Saint-Gobain Performance Plastics: Manufacturing Supervisor, Manufacturing Manager Extrusion and Six Sigma Black Belt
Ben Venue Laboratories: Pharmaceutical Chemist and Formulations Supervisor