Manager Management

Walter P. Nosay

Areas of Expertise **** Vintage Hill Drive ( Durham, NC 27712

Home: 919-***-**** ( Cell: 919-***-**** (

***********@********.***

Process Flow &

Management /

Process Automation

Machining

Cold forming

OD/ID Grinding

Lean Manufacturing

(Kaizen / Kanban)

Inventory

Management &

Control (SIOP)

Continuous

Improvement

Output & Quality

Maximization

Leadership &

Teambuilding

Cost Reduction

Strategies

JIT Manufacturing

Environments

Regulatory

Compliance (OSHA,,TS16949, QS9003,

ISO9000)

Budgeting &

Forecasting

Supplier / Carrier

Relations &

Negotiations (for

Equipment)

DOH Reduction

Customer

Communication

Extensive training

throughout career

covering topics

such as:

Theory of

Constraints

Value Stream

Mapping (VSM)

Continuous Flow

Pull Systems

Lean Manufacturing

Systems

Floor Space

Reduction

5S (Sort,

Stabilize, Shine,

Standardize,

Sustain)

Focus Factory Manager

Strategic-thinking, results-proven manufacturing leader

with an extensive background in manufacturing, supply

chain, inventory, equipment purchasing, and project

management. Twenty-four-year career with Eaton Corp.

distinguished by fast-track promotions and exemplary-rated

performance in recognition of delivering breakthrough gains

to profitability, efficiency, and customer satisfaction

while maintaining optimal quality.

Extensive experience in coldforming, machining, process

automation, lean manufacturing, assembly, OD/ID Grinding,

automated/high speed assembly and cost-saving strategies,

with a history of driving improvements to DOH, OTD, product

development, inventory levels, forecasting systems, and the

bottom line. Able to instill a process-oriented,

Kanban-centered approach across all functional areas to win

a shared commitment to continuous improvement.

Financially astute; technically skilled; and solidly

credentialed (BSBA).

Professional Experience

Eaton Corporation, Roxboro, NC

11/15/01 to 12/31/14

(Powering Business Worldwide)

Focus Factory Manager

Manage a team of 80 individuals both direct and indirect

labor employees including finance, procurement, engineers,

supervisors, and technicians. Responsible for day to day

manufacturing operations activities from incoming raw

material to shipping of finished products for various

product lines consistent with safety, quality, on time

delivery, and cost. Focus on integrating key Eaton

Business Initiatives such as Eaton Business System and

related tools such as 5S+, Management Environmental Safety

and Health (MESH), and Continuous Improvement Framework

(CIF). Drive Business Growth and Profitability through

strategic man power, equipment, and other resource

planning. Responsible for shipments to customers for $35

mil / year in sales. Establish a method for consistently

evaluating and communicating business results to production

employees. Mentor, manage, and coach all disciplines of

the business to ensure a high performing, highly engaged,

and satisfied workforce. Key Results:

Lead a Pump Actuator Rapid Improvement Event (RIE) that

produced a 30% yield improvement, eliminated two head

counts, created 16 safety improvements, improved standard

work and implemented process checks.

Participated in an Emergency Preparedness RIE that produced

an Emergency Evacuation Procedure, 15 safety improvements

and 25 visual controls.

Co-Lead a Heat Treat / Wheelabrator Kaizen event that

produced 12 safety improvements, improved Preventative

Maintenance (PMs), 8 visual controls and a fire suppression

system based on lessons learned from Eaton Brazil.

Participated in the Net Shaped Plunger Inventory RIE that

produced 17 safety improvements, 16 quality improvements

and reduced inventory shrinkage by 6.4%.

Lead a benchmarking trip that resulted in implementation of

process checks plant wide for key characteristics that

improved first run acceptance and Roll Through Yield (RTY).

Utilized A3 Problem Solving Methodology for cell change

over reduction. Implemented Change Over (C/O) carts,

dedicated process for improved gage calibration and

accuracy. Cost savings of $27k.

Implemented Net Shape Plunger seat flow improvements,

established control points that helped to maintain desired

seat flow that resulted in a cost out of $24k.

Implemented a Single Piece Final Assembly RTY improvement

that helped to determine seat flow parameters for the net

shaped plunger gage that produced the desired First Time

Acceptance (FTA) at Single Piece Final Assembly, cost out

of $13k.

Professional Experience (continued)

ELSS 5s+ and Standard Work champion that developed standard

work for an Ultrasonic Washer Process, Tooling Specialist,

Group Leaders, and cell change over reduction.

Reduced Cost of Non-conformance (CONC) for Eddy Current

rejects by 10% for Lash Adjuster components.

"Creating a Lean of Culture" by implementing paperless hour

by hour charts, signage for a more visual factory and

implementation of the GEMBA process.

Cost out projects - Normally Open Lash Adjuster (NOLA 1 and

NOLA II) ball travel ($13k); Plant wide black residue

elimination ($30k), Active Fuel Management (AFM) leakdown

plunger seat flow ($51k); Net Shape Plunger (NSP) seat flow

project ($250k); Hydromat body throughput project ($61k);

Insourcing of the AMF outer body ($180k); Plant wide spring

winder standardization ($60k); reduction in tooling

expenditures ($300k); Net Shape Plunger side hole plug gage

($144k)

Implemented a project for Serpentine Loaders for the NSP

Hydormat Rotary Transfer machines. This improved design

increased throughput average by 20% to 25% that resulted in

a cost out of $103k / year.

Championed several successful Green Belt and Black Belt

projects that resulted in excess of $1mil in cost savings

or cost out improvements during my time as Product Line

Manager.

Generated $7mil in cost of Capital avoidance by

implementing double production of Hydromat Rotary Transfer

machining centers.

Won 5 Quality Symposiums representing Eaton Roxboro in

machining operations that resulted in in cost out of $1.250

mil.

Managed Supplier Development for outsourcing of machining

with 3rd party suppliers.

Managed product line consolidation of Lifter Manufacturing

processes resulting in Decapitalization in excess of $5.2

mil.

Managed the transfer of Coldforming operation from Saginaw

Michigan to Roxboro, NC.

Forty-five successful machine run offs to ensure equipment

met capability requirements of 1.67 CPK.

Implemented net shape cold form components that eliminated

secondary machining operations. Net results - $.10 cost

savings per part.

Safety - closed several safety concerns that were

identified through the "Supply" Quality Operation System

(QOS) process. Examples include the following:

Installation of a roller conveyor system in the fold form

department to prevent the possibility of back strain;

visual controls were put in place to prevent component pans

being over filled and exceeding the 35lb weigh limit; the

purchase of lifting devises for the final assembly areas

that eliminated the need for manual intervention by the

operators.

Previous Positions:

General Forman Eaton Corporation 11/96 to 11/01

Manufacturing Supervisor Eaton Corporation 11/90 to 11/96

Machining/Tool Room Supervisor 1981 to 1990 Controls

Corporation of America, Virginia Beach, VA

Education

Alamance Community College- Associates Degree in Industrial

Management, 7/95

Averett university - Danville, VA - BSBA, 12/98

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