Quality Assurance Supervisor

Coordinate and optimize flow of materials in

Expertise

regards to inbound, outbound, and expedited

Global Supply Chain Management

material.

Team Building and Leadership

Staff and Process Optimization Implemented Kaizen that improved performance

Cost Savings Programs from a 90% efficiency to 120% efficiency rating.

Problem Solving and Decision Making Eliminated downtime with Kaizen activities and

Safety Regulation Enforcement saved $130,000 by self funding jobs and enhancing

Quality Assurance routes.

Verbal and Written Communication Ensure production is running to schedule, making

Implementing Kaizen Activities adjustments based on supplier demands, and setting

up expedites.

Jason Gustwiller Utilize continuous improvement through Chrysler

principles and establish problem solving techniques

Materials & Production Control Lead with team leaders and hourly employees that

2634 106th Street, Toledo, OH *419-***-**** enhanced efficiencies 10% in 2 departments.

Implement and utilize Lean Six Sigma tools and

Highly qualified warehouse and production supervisor with analyze using 5S, 3M, 4M, Value Stream Mapping,

more than 12 years of leadership and responsibility within Kanban, and TPM to decrease cycle time, lessen

logistics, supply chain, quality assurance, process inventory, increase productivity, and standardizing

improvements and related projects. Outstanding work routes, patterns, and flow of goods.

ethic; well proven team leadership abilities.

Train, develop, and evaluate employees. Set up

manning, planning & scheduling of finished goods

Known and appreciated for ability to improve processes,

& raw materials.

implementing kaizens, and increase safety awareness. Future

oriented, bottom line oriented.

Chrysler Jeep Wrangler Paint

December 2012

2014

Chrysler is a $65B+ a year automotive manufacturer with

65,000 employees

Career Progression & Achievements Production Supervisor/Material Handling Supervisor

(2012 2013)

Chrysler Toledo Machining Plant

Lead E Coat and Sealer lines with 30+ UAW employees.

Chrysler is a $65B+ a year automotive manufacturer with

Build strategic plans to reduce non value activities

65,000 employees February

through the use of World Class Manufacturing. Lead

2014 Present Material

the analysis of potential opportunities and develop

Control Supervisor (2014 Present)

strategic plans to produce sustainable cost savings

Lead a team of 30 material handlers. Utilize manpower

initiatives.

to drive up throughput, increase transport efficiencies,

and place overstock in optimal positions to reduce gap

Implemented Standard Kaizens that have led to

time.

$250,000 in savings and 20% decrease in quality

issues.

Utilize SPQRC&E to reduce cost, analyze and

Utilize Lean Six Sigma principles that improved

improve downtime, eliminate safety hazards, and efficiencies 30% for E Coat and Sealer lines.

improve efficiencies.

Lead team of 6 internal resources that improved

Inventory management in regards to parts, dunnage,

line processes with changes to man assignments,

and verifying planning and scheduling are on time.

reduction in downtime with Standard Kaizens

centered on changes to maintenance schedules,

utilizing root cause analysis, and safety Improved on time delivery 15% with proper

training, teaching a new method to read barcodes,

awareness.

and utilizing SALTS.

Use KPI’s to determine areas of concern that led

Initiated 5S standards that promoted good

to a 3% increase in FTC percentage and driving

housekeeping, injury reduction, and misplaced

up throughput.

packages.

Promote operator awareness and teamwork by

Utilized dock management and helped changed the

instituting visual management, training &

layout of the docks to minimize load time.

development with team leaders, and using tag

United Parcel Service

relief to check quality on line when not tagging.

September 2001 January 2007

Optimized a system that eliminated double

Safety Representative/Training Coordinator (2001 2007)

handling of material, and helped metal being

Initiated new training and safety techniques that promoted

processed on an average of 30 minutes a unit

awareness and improvements in efficiency.

down to 10 minutes a unit. Participated in a safety committee that oversaw

Responsible for payroll, attendance, discipline, 400+ employees that initiated PCM’s for safety

handling grievances, and handling collective awareness.

bargaining issues. Used KPI’s to track near misses, accidents, and

Utilization of TPM and GMP principles to manpower days lost.

increase preventive maintenance and decrease Enhanced new hire productivity 50% by initiating

new techniques that eliminated gap time.

downtime.

Improved package scanning 30% by auditing scans,

Run WO (Workplace Organization) boards and

proper RF scanning techniques, and heightened

contribute toward the success of 5S activities.

awareness.

United Parcel Service

Initiated netting being placed outside conveyor

January 2007 December 2012

belts that eliminated packages from falling and

United Parcel Service is a $53B+ global package delivery

striking pedestrians below.

company with 400,000 employees

Tracked progress of new hires with time studies,

Logistics Materials Supervisor (2007 2012)

one on one communication, and following UPS

Coordinated and led daily activities of up to 20 employees

handbook.

within outbound shipping functions. Built strategic plans to

Followed 4 step training method that resulted in

accurately handle and process over 12,000 packages on a

improvements from 700 packages a shift per

nightly basis. Lead in an 800,000 s q. foot facility that

package handler to over 1500 packages per shift.

was ranked a top performing hub within the company.

Supervised package handlers to the top miss load

Education

team of 1 10,000 on a 1 5,000 metric scale.

Fostered an environment of teamwork,

University of Toledo Bachelor’s Degree in Business

communication, and motivation that has led to 30%

Administration, Organizational Development/Leadership

production level increase.

Reduced miss load frequency by 100% to a 1 5,000

level through developing, training, and auditing

work practices.

Established proper package handling techniques

that reduced damages and break opens 15%.

Eliminated non value added activities by bringing

work stations closer to package handler that

resulted in 20% improvements which minimized

load time, driver wait time, and eliminated

downtime.

Contact this candidate