Engineer Manager

Michael P. Smith

**** ***** ****** **** • Chesterfield, VA 23838 • 484-***-****

*********@*****.*** • www.linkedin.com/pub/michael-p-smith/2b/7a7/923/en

Professional Summary

Continuous Improvement Manager with more than 20 years of experience leading cross-functional teams tasked with implementing best practices using lean six sigma principles that achieve significant bottom line savings in fast-paced, dynamic environments.

Skill Set

Lean Manufacturing Advanced problem-solving skills

Lean Six Sigma, Green Belt Kaizen events/Kanban/Mistake Proofing/5S/5-Why

Value Stream Mapping Data-driven change management

Professional Experience

Engineering Project Manager (06/2011 to Current)

Amsted Rail, Inc. – Petersburg, VA

Delivered $5.5 million custom roll-forming line, re-engineering the manufacturing process for seal cases. Results: 65% reduction in annual material costs, 90% reduction in tooling costs, and 75% reduction in labor costs.

Achieved 21% annual cost savings through $2.5 million project to implement an automated final assembly line.

Increased overall plant grinding capacity by 17% through upgrading equipment on a grinding station.

Increased overall equipment effectiveness (OEE) by a minimum of 11% for various process improvement projects, including the installation of a camera inspection station, a component assembly line and a marking station.

Delivered a $2.2 million upgrade to a machining line and achieved a 23% increase in capacity.

Engineering Consultant (01/2009 to 06/2011)

Contract and Private Consulting – Allentown, PA

Led DFMA benchmarking workshops to support new product development projects.

Led Kaizen workshops to develop cost-improvement projects.

Reduced purchased material costs by resourcing new suppliers and generating strategic alliances.

Restructured organization, creating a cost improvement team that yielded a project bank worth $12 million.

Designed parametric cost models of complex equipment, providing feature matrices allowing the company to standardize and streamline their product offerings.

Engineering Manager (11/2006 to 12/2008)

NACCO Material Handling Group – Portland, OR

Generated $25 million in continuous improvement projects by spearheading a train/coach program to teach cross-functional team members about lean manufacturing principles and mentor them to apply their new skills. Topics included JIT, SMED, Value-Stream Mapping, Kaizen events, 7 Forms of Waste, 5 Why & DFMA concepts.

Achieved 16% annual material savings by establishing and leading a team-based, cross-functional Kaizen event and using various other lean manufacturing tools.

Achieved $1.1 million annual savings through applying transactional process improvement techniques resulting in improved monitoring of costs associated with engineering changes. Also improved the ability to forecast future product costs associated with the engineering release process.

Developed new project cost management tools and IRR reporting system, resulting in better prioritization of projects based on standard costing methods.

Product Cost Manager (02/2005 to 11/2006)

CNH America, LLC – Lancaster, PA

Identified $18 million in continuous improvement projects by developing a parametric cost matrix for DFMA workshops. Aligned features and models to provide better value alignment.

Reduced product development cycle by 13 weeks by streamlining the quoting process.

Automated the Activity-Based Costing process for cost improvement projects, resulting in improved ability to reduce costs through design for Six Sigma.

Developed new product cost estimate tools for engineering, purchasing and manufacturing teams, providing improved Return on Investment analysis.

Michael P. Smith

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Professional Experience (continued)

Value Analysis Engineer, Lead Project Engineer (03/1994 to 01/2005)

Volvo Trucks, Mack Truck Division – Allentown, PA

Generated $170 million in continuous improvement projects over 12 years using value stream mapping, lean manufacturing principles and Kaizen events.

Achieved 99% reduction in bumper issues.

Achieved $15 million in annual savings through Kaizen workshops with first- and second-tier suppliers.

Achieved $5 million annual savings through managed long-term supplier agreements.

Manufacturing Engineer (02/1992 to 02/1994)

General Motors, Allison Gas Turbine – Indianapolis, IN

Reduced scrap by 25% and cycle time by 4 hours on the compressor vane manufacturing process.

Reduced labor time by 30 minutes per component by re-designing a set of vacuum braze fixtures.

Improved Cpk from under 1 to more than 1.5 for compressor vanes.

Manufacturing Engineer (07/1991 to 01/1992)

Twigg Aerospace – Martinsville, IN

Reduced both scrap and cycle time by 50% by re-designing vacuum braze fixtures.

Reduced scrap rate by developing new repair procedures allowing operators to salvage non-conforming parts.

Process Engineer (09/1990 to 07/1991)

Enginetics Corp. – Hubert Heights, OH

Improved operational efficiencies by reducing process constraints and standardizing the workflow through a Just-In-Time inventory requirement for the MRP system.

Delivered three contract bids worth more than $1.4 million annually, returning the business unit to profitability.

Process Engineer (05/1989 to 09/1990)

Chromalloy Gas Turbine Products – Ft. Walton Beach, FL

Achieved $1.7 million in annual material savings by using strategic sourcing methods, eliminating late delivery issues and implementing a Just-In-Time system.

Reduced CNC machining time for forgings by 2.5 hours per piece.

Education

Masters of Science, Mechanical Engineering, 2017 (anticipated graduation)

North Carolina State University

MBA, Global Management, 2003

University of Phoenix

Bachelors of Science, Mechanical Engineering/CET, 1989

Iowa State University

Associates of Science, Pre-Engineering, 1983

Des Moines Area Community College

Machine Shop Diploma, 1980

Des Moines Area Community College

Additional Professional Development

Coaching Skills for Leaders & Managers, VCU School of Business Foundation, 2015

Managing Technical Professional and Organization, Massachusetts Institute of Technology, 2001

Price/Cost Analysis, Lehigh University, 1999

Supply Chain Management, Michigan State University, 1998

The International Forum on DFMA, Boothroyd-Dewhurst’s annual conference, 1995, 1996, 1997

SAS Fundamentals, A Programming Approach, SAS Institute, Inc., 1997

Team Leadership, Building, Guiding and Coaching Teams, Mack Truck Institute, 1996

TQT Problem Solving, Northampton Community College, 1995

Value Analysis/Value Engineering, Society of American Value Engineers, 1994

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