Customer Service Sales
Resume:
Ryan D. Farnsworth
Kansas City, MO 64154
**********.**@*****.***
PROFESSIONAL QUALIFICATION SUMMARY:
. Seven years supervisory experience in manufacturing, 16+ years in
construction management.
. Daily goal- Resolve the issues that create waste to generate more
company profits!
. Team Building to achieve world class customer service standards
through lean manufacturing methodology, (Toyota Production System)
monitoring KPI's, manage by process, setting expectations, daily
audits for accountability to standards, mentoring, coaching and annual
evaluations.
. Set and achieve goals, lead by example, results orientated "get it
done" attitude.
. Proficient software applications in Microsoft Office Suite, Symix,
ERP, Peoplesoft, JD Edwards, AS 400, Kronos, ADP, SAP.
. Bachelor of Science in Business Management.
MANAGEMENT HISTORY:
Blount International, Kansas City, MO- Manufacturer of lawn and garden
products including industrial and OEM mower blades. ISO 9001company with
approximately 4,500 employee's world wide,
Job Title: Production Supervisor 1/2013- 12/2013. 0 recordable injuries.
. Performed all supervision of single production department and entire
off shift activities (rotating shifts) (high volume/low mix)
including cutting, sharpening, forming and painting of steel mower
blades, up to 30 direct reports producing over 8,000 blades per shift.
Duties included interviewing, candidate selection/dismissals, policy
enforcement and annual evaluations. Job assignments, supply/assembly
issue resolution, through put and productivity responsibility, new
hire and X- training, continuous improvement activities, quality
remediation along with start up meetings to build a lean culture.
. Accepted responsibility for converting scrap set up blades into heat
treat test blades during a scrap reduction kaizen. Ultimate results
improved first pass yield of first process, reduction of test blade
processes, cost reduction in excess of $200,000 per year.
. Authored a report for improved efficiencies and cost reduction in
cutting tools in mill department. Identified tooling change schedule,
potential hardware and software improvements, and initial payback of
improvements and annual cost savings of over $150,000 per year.
Pentair Corporation, Kansas City, KS- Manufacturer of commercial, pumps and
fluid management products. An ISO 9001 company with 30,000 employee's
world wide.
Job Title: Production Supervisor 12/2011- 11/2012. 0 recordable injuries.
. Responsible for team leadership of two final assembly cells (low
volume/high mix), service parts, finished parts warehouse, seven CNC
machine cells with up to 15 direct and five indirect reports with
monthly sales of $ 1,000,000. Duties included job assignments,
supply/assembly issue resolution, standard work preparation and
adherence, new hire and X- training, continuous improvement
activities, quality remediation along with start up meetings to build
a lean culture in a union shop.
. Tracked and analyzed metrics for Safety, Quality, Delivery and Cost to
achieve company benchmarks for assembly lines and warehouse.
Performed Overall Equipment Effectiveness (OEE) metrics with
abnormality parato's in CNC machine shop to prioritize improvements,
drive efficiencies and productivity.
. Executed action plan to improve existing processes by working with
engineers to improve CNC machine cells set up sheet information,
improve/modify tooling and fixtures, machining and process
improvements to optimize delivery to downstream assembly demands. One
tool change resulted in a 45% reduction in cycle time.
. Utilized level pull principals to accommodate 25% sales increase in
2012, and preparing for anticipated 30% sales increase in 2013.
Ariens Corporation- Auburn, NE- Manufacturer of residential and commercial
grade home and lawn care products. Unknown annual sales and employees.
Job Title: Assembly Team Leader 8/2010 - 12/2011. 0 recordable injuries.
. Performed operations management of 16 team members on four different
assembly lines including directing production activities (low
volume/high mix), hour by hour visual management boards, abnormality
data collection and analysis, standard work documentation, revision
and enforcement with monthly sales of up to $1,500,000.
. Executed standard work revision and load leveling on product
reintroduction to reduce cycle time's variance from 17 to 160 minutes
with six operators to 110 to 142 minutes with three operators.
. Hands on supervision of on line assembly and engineered
issues/remediation including upstream finished goods inspection, work
station, and end of line quality checks to assure performance
standards are maintained.
. Served as kaizen leader on an event that replaced bulk bins with
station kit carts that included shadow boarding with part number,
market locations, pictures of kitted carts and pick lists. This event
yielded floor space reductions, improved hardware presentation,
improved learning curve for assemblers, reorganized market by operator
station, improved identification of parts shortages, and in all over
125 continuous improvement implementations.
Pella Corporation, Shenandoah, IA - Designated plant for the organizations
custom window and doors. Unknown sales and employees.
Job Title: Manufacturing Department Manager 10/2004 -10/2008
. Supervised multiple manufacturing cells and up to 25 team members
which included final line assembly (low volume/high mix) and final
line assembly (low volume/high mix), metal paint line, wood prime
line, and stockroom with monthly sales of +/- $500,000.
. Performance management through metrics to drive production
efficiencies. Achieved over 98% on time delivery over six different
cost centers with 1 recordable injury as department manager.
. Implemented manage by process methods, TPM's, enforce company
policies, developed business case scenarios for capital improvements,
and drove improvements resulting in 5 - 10% annual unit cost
reduction.
. Career development for three team members to management positions.
Cross trained team to have three operators for each position.
. Leveraged lean principals of JIT using kan ban systems, one piece flow
"pull system", work in progress inventories, and visual management
indicators. Resolved issues through team efforts of available
resources and root cause analysis in a fast-paced production
environment. Continuous Improvements activities increased on time
delivery performance, improved reaction times to materials
fluctuations, and reduced reorders due to excess inventory.
Farnsworth Trenching Inc., Shenandoah, IA - Utility contractor specializing
in agricultural drainage and underground utility installation.
Job Title: Owner/General Manager 05/1990- 03/2003.
. Maintained budgets/resource management, profit & loss responsibility,
and company direction. Revised cost control tracking systems by job
and by equipment production performance.
. Managed operations and production including sales, human resources,
safety, training, customer service, maintenance, and resource
allocations on multiple projects/locations. Project supervisor for up
to four crews. Increased sales by eight percent by restructuring
equipment fleet and modifying crew size to increase efficiencies
without losing diversity.
. Construction management including written estimates, contract
negotiations, change orders, vendor selection/accountability, blue
print interpretation and bids, financing, bonding, subcontractor
selection/scheduling, and project close out.
EDUCATION AND PROFESSIONAL TRAINING:
. Bachelor of Science Degree- Business Management, Northwest Missouri
State University, Maryville, MO.
. Broad lean manufacturing training- (Toyota Production System, and
limited Six Sigma training) Manage by Process, Continuous Improvement,
Visual management, Servant Leadership, 5S theory, 8-D problem
resolution training.
. Working knowledge of OSHA compliance, accident investigation and
documentation.
. Creating standard work documents, cycle time takt time balancing,
quality control plans and containment.
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