Engineer Human Resource

Scott S. Eri ckson

* * * * *** Stre e t, Dav e npo rt, IA 5 2 8 0 3 5 6 3 ) 2 9 9 -6 9 1 9 co tts e rick s o n@ms n.co m

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Ski l l Summary

Operations Management Value Stream Mapping

Budget Responsibility Inventory Control/Kanban Management

Strategic P olicy Deployment Rapid Changeover (SMED)

P roject Ownership Autonomous Maintenance/TP M

Lean Manufacturing/Lean Enterprise P roduction Leveling (Heijunka)

P roblem Solving/Six Sigma 5S/Visual Management

Quality Control/Error P roofing Work Flow Design

New P roduct Introduction Work Sequencing

Employee Development Training Development/Delivery

Standard Work Human Resource Support

P rofessi onal Experi ence

HON Co mpany and Alls te e l (HNI Co rpo ratio n) – M us catine, IA

HNI Corporation is the second-largest office furniture manufacturer in North America, and the nation's leading

manufacturer and marketer of gas and wood-burning fireplaces. HON and Allsteel design, build, and deliver office

furniture solutions that offer the best combination of style, functionality, durability and price available anywhere in

the contract furnishing marketplace.

Fa ctory Ma na g er, HON Geneva - Sea ting Ap

ril 2 0 1 4 – Present

Develop and implement breakthrough strategic initiatives to deliver performance within seating and leveraged

furniture operations. Execute for results in Safety, Quality, Delivery, Cost, and Culture metrics. Build and develop

talent within manufacturing to support multi-site organizational needs and participate in succession planning

activities. Evolve the Rapid Continuous Improvement/Lean culture by developing beliefs and behaviors while

teaching methods and tools to improve manufacturing and business processes. Reports include Manufacturing

Engineers, factory-level leaders, department-level leaders, and approximately 80 direct members across two shifts.

Task Chair Factory Breakthrough Initiative – Managed implementation of a 2014 initiative to combine four

distinct product lines, spanning three different operating companies, to achieve a sustained 40%

improvement in efficiency and break a $500K annual savings goal. This project contained elements

focused on value stream design, material flow improvements, process variation reduction, bill of material

and engineering specification standardization, and standard work implementation. The project is a

campus-wide bench mark for future process design and breakthrough initiatives.

New P roduct Introduction of Endorse Task Chair – Owned operations responsibility of the launch

activities for the Endorse task chair, with a predicted initial annual volume of over 25,000 units. Endorse

launched on-time, met cost targets, and achieved the best quality performance rate of any chair previously

launched in its first 90-days. Management tools and processes developed during this launch are currently

standards for future product introductions organization wide.

Fa ctory Ma na g er, Allsteel Comp onent Pla nt – Accessories a nd Structure Ju

ne 2 0 1 2 – Ap ril

2014

Responsibilities as described above – the Accessories and Structure factory included scheduling, material handling,

metal fabrication, welding, paint, and assembly operations within the scope of the value stream. Reports included a

Manufacturing Engineer, Quality Engineer, Industrial Engineer, Continuous Improvement Technician, factory-level

leaders, department-level leaders, Scheduler, Training Facilitator, and approximately 80 direct members across two

shifts.

New P roduct Introductions – Managed support of a variety of department-internal new product launch

activities and product enhancements. Successfully led final stages of launch, and operations ramp-up of

Motivate tables during peak season where demand surpassed forecasts by over 50% . Led the structure

factory implementation of the coordinated, multiple-facility launch of the Further product line. The Further

product launched on-time, met key cost targets and quality expectations, and strengthened the business by

servicing a new cross-section of the customer base with its unique design.

Cost Savings Leadership - Coordinated the efforts of a pair of junior engineers to contribute in excess of

$300K annualized cost savings on mature product offerings through various process changes, reduction in

engineered scrap, and packaging improvements. Significant additional savings were also realized through

efficiency and quality improvements.

Talent Management – P oints of personal satisfaction during my stay at Allsteel include the development

and promotional advancement of four different direct reports to other areas of the organization. Coaching

and focused effort on individual development plans played a key role in these successes.

Alliant Te chs ys te ms (ATK) Ae ro s pace Structure s Div is io n – Cle arfie ld, UT

ATK Aerospace is the world's top producer of solid rocket propulsion systems and a leading supplier of military

and commercial aircraft structures.

Continuous Imp rovement Sp ecia list Ma y 2 0 1 0 – J une

2012

Supported multiple business objectives in operations, support and functional departments. Responsible for

implementation of the ATK P erformance Enterprise System (P ES) throughout the organization, including:

Cost Savings and Improvement P roject P lan – Facilitated and tracked division improvement plan for all

operations and functional groups. Annualized labor and material cost savings of implementation estimated

at >$270 million in FY2012.

Facility Start-up – Supported capital improvement and production start-up of a new 600,000 square-foot

commercial aerospace production facility (composite fiber placement) through concept of operations,

layout, simulations, material delivery design, team organization, capacity planning and project management

processes.

Inventory Reduction – Reduced inventory value and space requirements for vendor-managed non-end

item materials by ~85%, established an electronic kanban system for daily orders to external suppliers, and

S cott S . Eri ckson

1716 El m S tre e t, Dave nport, IA 52803 63) 299-6919 cottse ri *****@***.***

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defined fixed warehouse locations. Implementation used as the foundation for additional projects affecting

high value end-item materials.

Hach Co mpany (Danahe r Co rpo ratio n) – Lo v e land, CO

Hach manufactures and distributes analytical instruments, test kits, and reagents for testing the quality of water

and aqueous solutions, with products for lab, process, and field.

Ma na g er, Op era tions - Printed Circuit Boa rd Assembly Ap

ril 2 0 0 8 – Ap ril

2010

Managed operations of the printed circuit-board assembly (P CBA) team, planners and technicians to meet

production requirements of internal and external customers. Coordinated efforts of the new product introduction

team. Improved processes through use of the Danaher Business System (DBS). P CBA area technologies

included Surface Mount Technology (SMT), Hand Solder, Thru-Hole Load/Wave Solder, Cable Build/Wire

P reparation and Electronic Component P reparation areas.

Focused on lean inventory management and kanban execution resulting in stretch-goal achievement of

15% (~$200,000) inventory value reduction year-over-year in CY2009.

Auto liv - Co lumbia City, IN & Og de n, UT

Autoliv designs, develops, and manufactures advanced automotive safety systems. Autoliv’s products include

seatbelt systems, airbags, steering wheels, seat sub-systems, night vision systems and other electronics.

Tra ining a nd Develop ment Ma na g er J uly 2 0 0 6 – November 2 0 0 7

Managed training and development related activities for a manufacturing facility of 500+ employees including

orientation, performance review, career planning, health and safety, leadership development, team training,

team-based problem solving, six sigma and lean manufacturing initiatives.

Lean topics included Kaizen Systems, Autonomous Maintenance (TP M), P rocess Error P roofing,

Statistical P rocess Control, Level Scheduling (Heijunka), P ull Systems (Kanban), Value Stream Mapping,

Rapid Changeover (SMED) and Standardized Work Sequencing.

Coordinated the activity of Improvement Specialists responsible for the implementation of kaizen ideas and

improvement workshops.

Collaborated with regional and international teams to benchmark and improve internal standards for

training, employee development and lean enterprise practices.

Huma n Resource Genera list/Tra ining Coord ina tor/Prod uction Tea m Lea d er/Prod uction

Coord ina tor/Continuous Imp rovement Technicia n/Prod uction Associa te J une 1 9 9 7 - J une

2006

Showed continuing advancement from an entry-level position into leadership and Human Resource responsibilities.

Further promoted and relocated upon completion of degree program at Weber State University.

S cott S . Eri ckson

1716 El m S tre e t, Dave nport, IA 52803 63) 299-6919 cottse ri *****@***.***

(5

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Educati on

M as te r o f B us ine s s Adminis tratio n: in pro g re s s, 2 0 1 1 -2 0 1 2

University of P hoenix, P hoenix, AZ

B ache lo r o f Scie nce De g re e, B us ine s s Adminis tratio n: Human Re s o urce M anag e me nt, 2 0 0 6

Weber State University, Ogden, UT

(references and recommendations available)

S cott S . Eri ckson

1716 El m S tre e t, Dave nport, IA 52803 63) 299-6919 cottse ri *****@***.***

(5

s

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