Engineering

**** *. ********** ***, *******, IL, ***** • *********@*****.***

JAMARIO BATEAST

Education

Bachelors of Science in Industrial Engineering, December 2011

Minor: Supply Chain Management

Western Michigan University (Kalamazoo, MI)

Skill Summary

Lean & World-Class Manufacturing, Six Sigma Green Belt, MODAPTS, Er-

ror Proofing, 8D, Kaizen, Quality Concern Sheet, Identification of Non-Con-

forming Parts, Constraint Matrixes, Work Station Layout, HERCA (Human

Error Root Cause Analysis), SOP (Standard Operating Procedures), Time

Studies, OPL (One Point Lesson), LPA (Layered Process Audit), EWO

(Emergency Work Order), MS Visio, AutoCAD, IDEAS, NX and CATIA

Relevant Coursework

Statics & Strength in Materials, Computer Aided Design, Engineering Gra-

phics, Modern Industrial Systems, Systems Decision Making, Plant Layout &

Material Handling, Human Resource Management, Industrial Systems Ma-

nagement, Purchasing Management, Engineering Cost Analysis, Automatic/

Automated Drive Line, Machining Processes

Experience

Ford Motor Company (Chicago, IL)

Process Improvement Engineer – December 2013 – Present

• Led in the launch of 24 new product lines with 89 new total parts-

complexity by implementing operating standards, back up processes,

error proofing, visual aids, material handling routes, ergonomic relief,

safety procedures and absentee allowance

• Performed time studies and audits on workstations with over cy-

cled conditions to reduce wheel scrap cost to $135,615 YTD from

$183,378 2014 YTD. Time studies provided the data need to virtually

shift the workstation to increase the jobs produced per hour from 60.1

to 63.4

• Developed and managed process layouts to decrease inventory

concerns and improve cycle time by .802 to .753 per unit, this in re-

turn improved the first time throughput 7%

• Performed quantitative analysis on individual workstations to de-

termine what job elements could be rebalanced in order to reduce 4.2

heads per shift to resolve manpower constraints and drive cost while

adhering to lean and world class manufacturing

• Observe and document the operator’s performance compared to

the process standards in order to train and engage the workforce to

adhere to the safety/quality standards of the company

• Set and enforce workstation standards with continuous impro-

vement of error proofing, workstation layout, ergonomic concerns,

time studies, and operating procedures in order to support union

workforce

• Met the target safety standards by identifying and making correc-

tive actions on 5 items a week, achieving a 5S Standards score grea-

ter or equal to 50, having a serious injury rate below .54, having less

than 1.44 operators with days away from work restricted or with time

off

Chrysler Assembly Plant (Warren, MI)

Production Supervisor – June 2011 – December 2011

• Manage 4 work teams with 12 operators on each team to build

over 480 units at 97% efficiency

• Implement and ensure adherence to World Class Manufacturing

processes

• Facilitate effective and efficient use of equipment and work flow

by evaluating techniques deployed

• Develop reporting procedures and systems to facilitate correc-

tions to non-conformities within process

Stryker Medical Assembly Plant (Portage, MI)

Project Engineer – August 2010 – May 2011

• Increased identification and traceability throughout the manufac-

turing facility by 85%

• A $563,300 cost analysis was completed to determine the

amount of money that poor identification and tractability was costing

the company on an annual basis

• Adhere to FDA regulations and ISO regulatory committees while

increasing customer satisfaction

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