RANDY HUME

*** ********* ***** **** 215-***-****

Chalfont, PA 18914 acgp1k@r.postjobfree.com

SUMMARY

Lean Manufacturing and Manufacturing Engineering Mentor known for technical knowledge, creative

solutions, and strong interpersonal skills. Demonstrates ability to lead continuous improvement and

solve complex problems to increase profitability.

Looking to transition from operations to engineering.

• Implement Lean, 6 Sigma and Theory of Constraints continuous improvement

• Lead continuous improvement cross-functional teams

• Manage complex production schedules and supplier and customer relationships

• Data driven – Establish action priority and problem solving with real data

• Root Cause Problem Solving to identify true root cause and specific corrective actions

LEAN FUNCTIONAL APPROACH

Implementing Lean/Continuous Improvement

• Diagnose: Use Value Stream Mapping (VSM) and other investigation tools to identify the

priorities and specific issues to be addressed.

• Design: Create plans for solutions to the issues identified. Collect more data to confirm

diagnosis details when needed. Complete early research to create budget and timing estimates.

• Implementation: Schedule high level actions using project management mindset. This includes

daily team assignments/ tasks, daily tracking to complete implementation to schedule.

• KPIs: Key Performance Indicators are required at all organization levels to identify priorities,

learn from peaks and valleys, and confirm root cause corrective actions. KPI trend and pareto

analysis drive long term continuous improvement activities.

Applying Lean Tools

• Choosing Tools: Lean is a big tool box, with specific tools for specific situations. The VSM is

often the starting point to see the big picture and collect data for multiple KPIs. But, more

specific issues will need specific tools, such as problem solving, quick change over, cell design

and standard work implementation, Theory of Constraints, or supply chain management.

• Problem Solving: Tools like VSM help identify the issues. Strong problem solving skills with a

methodical approach such as A3 problem solving, help identify a true root cause and corrective

action

• Training: Everyone in the organization needs to understand the basics of Lean such as the 8

Wastes, applicaton of KPIs, and basic problem solving. All levels of the organization need to be

aware of the tools available and when to apply them. Then, there needs to be organizational

experts trained to use specific tools and facilitate implementation.

PAGE TWO RANDY HUME

PROFESSIONAL EXPERIENCE

MICROSS, Solder conversion & other component processing MAR. 2014-OCT. 2014

Manufacturing Manager

Led the production team while supporting the integration of our Arizona site into our location.

• Completed equipment and processes transfer from our Arizona facilities as it closed.

• Stabilized current processes and incorporated/proved out Arizona processes.

• Supported multiple customer audits related to Arizona product transfer.

COBHAM LLC, Manufacturer of high frequency electronics JAN.- NOV. 2012; DEC. 2013- MAR.

2014

Continuous Improvement Lead (Contract Position), Lansdale 2012, Baltimore 2013-

14

Part of a team leading the high speed lean transformation to align the manufacturing sites with

Cobham’s Standard Operating Framework. Utilized the McKinsey model.

• Led work streams concentrating on one or more aspects of a transformation which include

diagnose, design and implementation phases. Transformations included implementing lean

cells, WIP management and KPI performance boards. Work In Process has been reduced

by 50%.

• Coached Value Stream Managers in KPIs and lean management skills to increase root cause

problem solving efforts and improve overall manufacturing performance.

• Created curriculum and taught lean and problem solving tools to work teams and management.

• Identified specific test & adjustment process practices that contributed high yield losses and

WIP. Supported yield improvement with real time feedback resulting it 90% WIP/lead time

reduction.

CW INDUSTRIES, Manufacturer of switches, connectors and contract modules DEC. 2012- OCT.

2013

Director of Operations

Led the production organization including stamping, plating, molding, assembly and tool room to meet

customer demand while reducing costs.

• Managed and prioritized production resources to meet fluctuating demand.

• Implemented production cost reductions of 10%.

• Launched two new products utilizing internal and external resources. Coordinated design

engineering, purchasing and manufacturing to prepare for production.

• Designed test circuits, equipment fixtures and process proposals to win contract

manufacturing.

TDI POWER, Manufacturer of specialty power supplies to OEM markets. MAR.-NOV.

2011

Manufacturing Manager, Military & Aero Products

Led an autonomous manufacturing team of 30 people producing a variety of power supplies.

• Balanced new product development, current model production to orders, and service returns.

• Met financial targets of $10M annual sales and delivery dates.

• Implemented a lean cell with single piece flow and custom work stations to improve lead

time and facilitate higher model mix.

PAGE THREE RANDY HUME

PROFESSIONAL EXPERIENCE - continued

VISTEON CORPORATION, previously Ford Motor Company, automotive electronics 2006 – 2010

Planning and Distribution Analyst

Scheduled service products to meet customer demand and reduce inventory.

• Achieved a 20% inventory reduction by creating new reports to identify potentially obsolete

inventory and developed methods to match demand with existing stock.

• Led cross-functional teams planning exit strategies and plant closure.

VISTEON CORPORATION/FORD MOTOR COMPANY, high end automotive electronics 1990 –

2006

Product Team Manager, Operations Manager

Managed production, skilled trades and engineering team for multiple products over 3 shifts.

Consistently met daily production schedule and model mix. Met $130M budget targets, led

improvements in safety/housekeeping and lean cell manufacturing, and enhanced production’s

communications to engineering.

• Obtained a 10% annual cost savings by increasing productivity of work teams.

• Guided union work teams through the launch of two operator lean cells to save labor, reduce

inventory by 50% and better meet growing model mix complexity.

• Collaborated with FTPT design and business planning to execute product launches at 12

customer locations and compensated for fluctuations in customer demand to support $70M

sales.

• Managed transition of Engine Control and Mass Air Flow Sensor from a high volume transfer

line to a mix of lines and cells to support new models and changing product mix.

• Led problem resolution team for major quality field concern to resolve customer design issue

and support customer requirements.

• Improved thick film print room yield from 82% to over 95% in three years by gleaning

information from team members, driving to root cause solutions, and instilling process controls

resulting in $4M annual scrap reduction.

• Initiated competitive quoting of thick film materials which resulted in $1M annual cost

savings and opened up new product design opportunities.

• Formulated a material and technology strategic roadmap to ensure the thick film technology

stayed current and benefited from recent materials improvements.

Ford Motor Company, New Plant Advanced Engineering

Ford Motor Company, Design Engineer

Ford Motor Company, Manufacturing Engineer

EDUCATION

MBA, The Pennsylvania State University, Malvern, PA

MS, Engineering, The Pennsylvania State University, Malvern, PA

BSEE, State University of New York at Buffalo, Buffalo, NY

Project Management Certification, The Pennsylvania State University, Abington, PA

Lean/6Sigma, Cobham/McKinsey Consulting/ Ford Motor Co.

COMPUTER SKILLS

Proficient in MS Word, Excel, Power Point, data bases, and material management systems

PATENT

US Patent No. 6,763,712 B1, Flow-Sensing Device and Method for Fabrication

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