Project Manager Quality

JAMES H. LISTON

**** ********* ***** *: 614-***-****

C: 614-***-**** Dublin, OH 43016

********@********.**.*** or **********@*****.***

Objective:

To obtain a senior technical, strategic or quality leadership position that

will leverage my abilities to drive operational excellence, motivate teams,

meet business commitments and satisfy customer expectations.

Background:

. 25+ years technical, strategy and manufacturing operations leadership

interacting with all organization levels.

. Extensive Six Sigma quality leadership, operations excellence,

statistical analysis and project management experience.

. Strong results oriented, boundary-less and global leadership mindset.

. Self-driven with an effective communication, motivation and interpersonal

style.

. Creative ability to get things done and make a difference in key internal

and external initiatives.

Experience:

Director, Quality: 2009 - 2014 / The Scotts Miracle Gro Company /

Marysville, OH

. Lead Quality Pillar and Process Excellence teams of Scotts World Class

Operations initiative. Based on ISO 9001 principles, transformed quality

systems by identifying 14 critical quality systems dimensions, self

assessment process and quality systems improvement efforts at all 45

Scotts global facilities and 15 key external contract manufacturing

sites. Team consisted of 6 direct FTE's and 44 indirect FTE's.

. Supported $20MM implementation of SAP Product Lifecycle Management system

that provided more automated and efficient process for new product

innovation, development, commercialization and manufacturing. Responsible

for data migration and validation efforts of over 50,000 documents and

specifications.

. Designed, developed and launched structured process excellence and

improvement methodology for Scotts, called Perfect Every Time, based on

lean six sigma techniques. Introduced blended learning systems for all

associated using Minitab, Moresteam and in house training courses.

Initiated improvement teams working on improving processes across all

business categories and global locations that resulted in quality

improvement, increased sales of over $16MM and cost savings of over

$2.5MM.

Manager, Operations Strategy: 2007 - 2009 / The Scotts Miracle Gro Company

/ Marysville, OH

. Led team to standardize globalization efforts for Scotts R&D department.

Identified and standardized 15 key steps in the innovation and new

product development process which resulted in globally integrated and

documented processes for development, testing, financial, regulatory,

quality and organizational effectiveness.

. Facilitated and operationalized key strategic innovation project concept

around controlled release control products. Efforts included coordination

of research team, multi-year project budget, start up of pilot production

facility and development of business case resulting in commercialization

of breakthrough technology which resulted in $50MM of incremental

business to our professional group.

. Developed, implemented and led strategic initiatives across all functions

that resulted in savings and cost avoidance of over $5MM. Initiatives

included fertilizer price elasticity modeling, global coconut coir

production study and the utilization of plastic slip sheets.

Manager, Global Restructuring: 2000 - 2007 / General Electric Company /

Circleville, OH

. Developed business strategies, budgets, timing plans and resource

requirements for consolidating product lines into cost effective, global

centers of excellence. Manage global, multi-functional teams to exceed

planned benefits against aggressive budget, cost and timing targets.

. Planned and executed $45MM program to relocate incandescent lamp

manufacturing to Mexico.

. Consolidated compact fluorescent manufacturing into Hungarian center of

excellence. Exceeded $1.8MM cost savings plan by 15% and completed

project in 7 months versus planned 9 months and came in 25% under $2.4MM

spending plan. Managed global, multi-functional team of 23.

. Led efforts to build Greenfield coil manufacturing plant in Mexico.

Completed building construction and equipment installation in 7 months vs

estimated 10 months and achieved an early start to production in order to

meet critical business capacity requirement. Managed the total program

budget of $21MM and multi-functional team of 36 using Six Sigma rigor.

Six Sigma Black Belt (Certified): 1997 to 2000 / General Electric Company /

Circleville, OH

. Selected for GE corporate quality improvement initiative to focus on

internal quality costs and customer satisfaction on Compact Fluorescent

production line.

. Delivered 20% improvement in DPMO's equating to annualized cost

improvement of $900,000 and increased contribution margin of $1.3MM.

Improvements identified through the use of the statistical methods in Six

Sigma process.

. Conducted Six Sigma training classes at GE for both manufacturing and

transactional projects leaders. Materials included process mapping, FMEA,

basic statistics, measurement systems, design of experiments, process

capability analysis and statistical process control.

. Developed and mentored green belt teams in applying Six Sigma methodology

to identified quality and productivity improvement projects.

. Led effort to leverage best practices across all GE Lighting operations

globally.

Mgr, Discharge Quality Systems: 1995 to 1997 / General Electric Company /

Cleveland, OH

. Managed Discharge Quality team of 5 people with responsibility to design

and implement improved quality systems in six high volume manufacturing

facilities in North America.

. Implemented standardized manufacturing control plans, supporting quality

documentation and internal auditing procedures following ISO9002

guidelines.

Project Mgr, Compact Fluorescent: 1990 to 1995 / General Electric Company /

Circleville, OH

. Program Manager on Compact Fluorescent programs including quality

control, mercury reduction, competitive analysis, manufacturing line

speed up and productivity improvement. Budget in excess of $1MM and

involved plants in North America, Hungary and England.

. Lead Process Engineer on planning and installation of new $12MM Compact

Fluorescent manufacturing line built by Tungsram in Hungary.

. Managed 4 person CFL quality staff to deliver improved manufacturing

quality.

Manager, Quality Projects/Systems: 1986 to 1990 / General Electric Company

/ Cleveland, OH

. Project Manager for obtaining Japanese Industrial Standard (JIS)

certification of lamps manufactured by GE for Toshiba.

. Managed quality and process improvement projects at six manufacturing

plants in Ohio, Kentucky, Illinois and Tennessee and conducted plant

quality system and process audits and participated in follow-up project

activities.

. Project Manager for the transfer of the quality system and OEM

qualification of 9004 automotive lamps to Acuna, Mexico.

. Project Manager for preparation of Memphis Lamp Plant audit, which

resulted in GE being Ford's first lamps producer to achieve Full Service

status. Utilized Taguchi, PPAP and QFD methods.

Quality Process Engineer: 1984 to 1986 / General Electric Company /

Cleveland, OH

. Provided technical quality control support on production line including

sampling plans, inspection techniques and statistical quality control.

. Responsible for quality assurance by acting as the plant customer contact

to negotiate and resolve customer problems related to supplier quality.

Worked closely with customers in determining fitness for use criteria.

. Supervised quality control inspectors. Provided training and coordinated

procedures for all shifts.

. Appropriated funds and was project manager of PC based quality data

acquisition system which ran over LAN and utilized SPC techniques and

electronic measuring gages. $250,000 budget.

. Identified and implemented projects with cost savings in excess of

$300,000/yr

Statistical Process Control Engineer: 1982 to 1984 / LTV Steel Corporation

/ Cleveland, OH

. Developed, implemented and monitored process control standards in the

Slabbing Mill Department.

. Provided departmental training in the use of statistical process control

techniques.

. Functioned as departmental project engineer and liaison to vendors.

. Formed and was team leader of labor-management participation team

involved in cooperative problem solving.

. Identified and implemented new concept in soaking pit covers targeted at

$1MM annual savings.

Education/Training:

. Master of Science in Industrial Engineering, Cleveland State University -

1987

. Bachelor of Science in Mechanical Engineering, Ohio State University -

1982

. Successfully completed Scotts 22 month accelerated executive leadership

development program (ALP) facilitated by the Ohio State University Fisher

College of Business - 2013

. Managing Winning Projects (Babbage Simmel) - 2009

. Certified Black Belt - General Electric - June, 2001

. Ford 8D Facilitator and TOPS II training - 1994

. Engineer in Training Examination - April, 1982

. Certified Quality Engineer - June, 1985

. Extensive training courses in Quality, Project Management, Problem

Solving, Manufacturing Best Practices and Statistical Analysis/Process

Control.

. Proficient with Minitab statistical analysis software

Miscellaneous:

. Heart Walk team leader in 2014 at Scotts to raise money and recruit

walkers

. Advisory Board Member - Air Chef, LLC

. Coach youth soccer, baseball, softball and basketball

. Vice-president, St. Brendan School Board

. Volunteering at St. Brendan Parish, Bishop Watterson HS and GE Elfun

Society

Contact this candidate