Project Manager Manufacturing
Resume:
Dennis M.
Rubino
Danvers, MA 01923
Email: *****@***.***
Operational Excellence Manager / Master Black Belt
Results-focused Master Black Belt with a proven track record of delivering
impressive process improvements and cost reductions across a wide range of
industries. Problem solver and change agent able to optimize operational
efficiencies streamline engineering processes and deliver results. Proven
ability to lead kaizen events and provide training of cross functional
teams through the implementation of lean projects. A project manager with
superior strategic and tactical skills to successfully control and sustain
cost reduction efforts. Demonstrated leadership with the ability to
influence, motivate and enable others to contribute to a common purpose and
success of an organization.
Professional Experience
Company: Kiva Systems / Amazon: (May 2012 - Present)
Products: Robotics
Title: Manager Manufacturing Engineering / Lean Champion
. Developed manufacturing capacity model simulating multiple scenarios
to identify the most effective deployment of resources through a
projected ramp of 10X in production quantified people, space and
equipment to meet projected demand.
. Master Plan Development: Established lean manufacturing strategy;
developing framework and organizational structure to drive, sustain
and measure continuous improvement efforts for assembly and test.
. Developed space program used in the future design of the existing
facility as well Greenfield design options; Incorporated lean
principles and techniques such continuous flow manufacturing, kanban,
supermarket and various demand pull systems to optimize the safe and
efficient flow of product through the facility
. Managed 5S program; inclusive of training, implementation of "the
visual factor", metric development, audits and sustainment of 5S
efforts.
. Provided lean training for the entire operations team (120 people),
utilized VSM as the key tool to identify waste, the 5-Why's to drive
root cause problem solving and kaizen to develop a culture of
teamwork, empowerment and success.
. Worked closely with NPI / Design engineering team to ensure DFA
principles were incorporated into the design of new products ensuring
the cost effective transition of processes enabling manufacturing to
be "Production Ready".
. Ensured organizations development and continuous improvement of
technical and management skills to direct reports, addressing
individual development needs through training, continued education
mentoring and coaching.
. Directed the MFE / Lean Organization through a significant ramp
continued to drive KPI's to reduce cost by 20% lead time by 50%, FPY
from 70-90 % and OTD from 85% -95%.
. Provided support to other organizations outside of manufacturing in
defining and refining transactional processes through map and gap
analysis resulting in significant improvement to MRB, ECO, and SCAR
processes.
Company: Brooks Automation: (Oct 2008 - Sept 2011)
Product: Robotics / Cryogenic Pumps
Title: Director Lean Enterprise and Continuous Improvement
. Establish lean strategies, direct lean leaders and manage all lean
initiatives to ensure alignment with business goals and objectives.
. Developed 22 training modules for lean manufacturing, office and
supply chain training sessions.
. Trained and educated over 100 personnel both direct and
professional staff in the techniques and principles of lean
manufacturing.
. Lead lean assessment teams Robotics division benchmarking the
operation against best in class. The assessment comprised of over
220 questions relative to lean operations within the high tech and
electronics industry. Identified strengths, weaknesses and
opportunities across; Management Systems, Quality Systems, Quality
Culture and Operating Systems.
. Developed operational "Blue Print" to close critical gaps that
would improve key performance indices in driving financial gains.
. Facilitated Kaizen Teams in the implementation of key projects
identified in the VSM effort; established pull systems, mixed model
assembly lines, POU storage and visual factory concepts to optimize
operating efficiencies. Achieved hard savings in excess of $1M.
. Established both supplier and withdrawal kanban system for over
9,000 parts significantly reducing inventory and increasing turns
improving cash flow.
. Managed cross functional teams in the development of a Master Plan
to consolidate from 3-4 buildings resulting in a projected savings
of $750 K savings per year in operating expenses.
. Established cross functional teams across two key product lines.
Trained and educated the teams in Lean techniques and principles
relative to their process. Performed value stream mapping,
identified opportunities, developed fishbone and C&E matrix to
drive root cause analysis and resolution. Projects resulted in a
potential savings of over $500k per year.
. Performed lean warehouse assessment and training of warehouse
personnel. Led Kaizen event w/cross functional team resulting in
significant improvement to OTD and a cost savings of $300K.
. Selected By SLT to lead mapping effort of all business processes;
identified gaps, prioritized actions and developed "Road Map" for
resolution during implementation / transition of new ERP system
(Oracle)
Company: Covidien: (Aug 2007 - Aug 2008)
Products: Med Device/ Healthcare
Title: QIP/ Operational Excellence Manager
. As part of a highly skilled corporate team performed comprehensive
lean assessments that are strategically tied to KPI's for over 55
medical devices, pharmaceutical and imaging solution business units.
To include both manufacturing and logistics operations.
. Managed project teams within a FDA and GMP regulatory environment
that worked with operational excellence personnel in the development
of operational blue prints to improve critical manufacturing and
logistic processes.
. Provided expertise to manufacturing and distribution sites in the
implementation of lean manufacturing, world class quality and best in
class methodologies to drive continuous improvement efforts.
. Project Principal between corporate and business unit managers
providing time management, cost management, risk management and
communications management to ensure projects were completed on time
and within budget.
Company: Boston Industrial Consulting: (1998 - 2007)
Product: Consulting Services
Title: Senior Consultant
Senior Consultant responsible for the management and implementation of
all manufacturing projects awarded in house. Managed 3 junior
consultants and supplemental contractors to ensure timelines and
deliverables were achieved to the satisfaction of our clients. Clients
included: Nova Biomedical, Boston Scientific, Millipore, GE,
Viasys Healthcare, Haemonetics and General Dynamics.
Services Included: Lean Assessments, Lean Training, Lean Implementation
/ Kaizen, Strategic and Master Planning, Facility Design, Consolidation
and Expansion, Standards Development, TPM/OEE programs, and Capacity
modeling
The Lean Manufacturing Group has achieved in excess of $10M in
documented savings over a period of nine (9) years for more than one
hundred 100 companies across a wide range of industries.
Boston Industrial Consulting / Projects
Client: Moore North America / Platens
Problem: Equipment manufacturer was given the task by a key customer (HP)
to reduce the total cost of platens by 12% in order to maintain the
contract / business.
Solution: Establish cross functional team, perform value stream mapping to
identify waste and bottlenecks in the process. Reduce lot size, implement
work cells and balance cell to tact time.
Key Tools: DMAIC, C&E metrics, VSM, 5-S, one piece flow, SPC, demand pull
systems, point of use storage
Results: Reduce total costs 14%, reduce floor space 50%, reduce lead times
80%, retained the contract from HP. Projected savings of $1M / year.
Client: Madico / Safety and Specialty Films
Problem: Batch processing of film from the coaters to inspection through
packaging was creating excessive WIP and causing major delays in shipments
to the customer. OTD was at 90%, WIP 5 days and scrap was at 7%.
Solution: Perform VSM, Identify Bottlenecks, Identify waste, Schedule to
Tact Time, Process to Tact Time and implement work cells integrating
inspection slitting and packaging operations.
Key Tools: VOC, VSM, DMAIC, SPC, FIFO Lanes, Continuous Flow Manufacturing,
SOP's, Visual Boards, Kanban
Results: 80% improvement in WIP turns, 58% reduction in cycle times, 26%
improvement in direct labor productivity, 80% reduction in lead times.
$1.2M in total savings
Client: G.E. / Transducers and Flow Meters
Problem: Relocate manufacturer of flow meters and transducers (G.E.) from a
350,000 sf facility into a 200,000 s.f. facility while maintaining
operational excellence.
Solution: Effective initiation of kaizen programs to significantly reduce
Raw Materials, WIP & F.G. inventory to reduce facility footprint.
Key Tools: Kaizen teams, Systematic Layout Planning (SLP), work cells,
focused factories, point of use storage, kanban, supermarkets, and vendor
performance criteria.
Results: Design of 200,000 s.f. lean facility which will enable G.E. to
meet customer demand for the next 5 years and beyond. Cost savings in new
facility fit up of $7.5M.
Company: Lytron (1996-1998)
Product: Recirculating Chillers
Position: Industrial Engineering Manager
Directed the efforts of 3 Industrial and Manufacturing
Engineers in support of manufacturing and
logistics operations.
. Managed numerous kaizen events / projects resulting in $1.5M in
savings. Implemented 5-S
program, work cells, one piece flow, kanban and demand pull systems
for chiller, cold plate and heat
exchanger product lines..
. Developed KPI's to drive cell performance: reports including but not
limited to: Labor Variance, Rework, FPY,
O.E.E and Schedule Attainment, OTD and QPPM..
. Developed TPM and OEE program resulting in 25% increase in
throughput, 20% reduction in scrap and rework
and 25% reduction in lead times.
. Project Lead for an aggressive inventory reduction program resulting
in $1.5M in savings.
. Project lead for the design and fit up of 75k s.f. building expansion
project for the manufacture of new products.
Company: Genlyte / Lightolier (1990 - 1996)
Products: Lighting
Title: Industrial Engineering and Facilities Manager
. Played the role of "Lean Champion "for the implementation and
sustaining of a comprehensive lean program.
Established, trained and educated both management and union
personnel in the tools and principles of lean.
. Established and led cross functional teams in the implementation of
one piece flow manufacturing, focused
factories, set-up reduction projects resulting in $2M in hard
savings.
. Managed a staff of 12 facility technicians and maintenance personnel
in the support of all fabrication, paint and
assembly equipment.
. Developed comprehensive T.P.M program resulting in significant
improvement to O.E.E. resulting in capital
savings of $1.5M, material savings of $500K and improved schedule
attainment by 10%.
. Maintained and modified incentive based labor system for all
manufacturing and assembly operations in a union environment reducing
cost per unit by 10% resulting in $1M in hard savings
Company: Digital Equipment (1980 -1990)
Products: Computers
Title: Project Engineering Manager
. Managed a team of industrial engineers in the strategic and tactical
planning for the design and fit-up of 6
manufacturing and distribution facilities during the extensive
period of growth for Digital Equipment.
. Performed detailed analysis and studies in support of logistics;
established labor standards, defined processes,
measured performance and monitored KPI's in the logistics resulting
in $500K savings per facility.
. Developed the specifications and sourced vendors for the purchase of
all capital equipment for distribution
centers.
. Project manager for the fit-up of each facility, provided time, risk,
resource and change management for each
project resulting in projects being completed on time and within
budget.
. Introduced cellular and continuous flow methodologies for all
packaging operations resulting savings of $2M
Education & Certifications
. ASEE Wentworth Institute of Technology:1975
. BSME Wentworth College:1977
. Logistics Institute @ Georgia Tech - Systematic Layout Planning
Specialist (SLP): 1996
. SME / MEP: Lean Master Black Belt Certification: (2005)
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