Engineer Plant

Ronald A. Carpenter

*** ******** **** ******

Oxford, MI 48371 Phone: 248-***-****

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

Career Objective: Transformation of manufacturing facilities into world

class operations through implementation of lean manufacturing processes.

Background Summary: Seeking an opportunity to apply my unique abilities

in throughput improvement and waste reduction, resulting in increased

customer value and profitability. My skills in the transformation of

organizations from mass producers to lean efficient organizations have been

perfected through years of practice in some of the greatest success stories

in North America. The last twenty-eight years of my forty-seven year

automotive career focused on the implementation of the Toyota Production

System due to experience gained at the General Motors joint venture with

Toyota, at the NUMMI facility in Fremont, California.

Summary of Professional Experience:

2013-Feb 2015 Technical Engineering Consultants, Inc assigned to

Chrysler, Industrial Engineering Group; Auburn Hills, Michigan

Responsibilities: A member of the vehicle launch team for

Chrysler Corp. Developed material flow strategies & created

productive part assembly line station point of use records.

2011-2012 The Productivity Team, LLC assigned to Chrysler,

Industrial Engineering Group; Auburn Hills, Michigan

Industrial Engineer

Responsibilities: Efficiency studies in the areas of

indirect labor at the Sterling Heights Assembly Plant.

2007-2010 The Brown Corporation of America, Inc; Saltillo, Mexico &

Waverly, Ohio

Lean Implementation Manager/Consultant/Implementer

Responsibilities: Factory wide throughput improvement by

implementation of kanban material flow processes.

Accomplishments:

. Connected all plant processes through implementation of various

kanban techniques. Connected: Shipping - Finished Parts

Warehouse - Welding - Supermarket - Stamping processes - Steel

source.

. Reduced container sizes for stamped parts from bulk to hand held

containers, by running parts from the press directly into the

appropriate size hand held tote.

. Leader of development of a matrix for 248 stamped/welded parts

at the Saltillo Mexico factory. This "plan for every part"

matrix was required for conversion from bulk to small lot

containers, to accommodate reductions in material storage floor

space and implementation of kanban processes.

. Reduction in materials storage floor space by 40% and a similar

reduction in inventroy.

2005-2006 TAC Automotive Group assigned to Daimler Chrysler,

Industrial Engineering Group; Auburn Hills, Michigan

Industrial Engineer

Responsibilities: Manpower reductions in the areas of indirect labor

at the Warren Truck Assembly Plant.

Accomplishments:

. Analyzed hilo drivers job requirements and calculated their

levels of efficiency in trim/chassis/final and receiving areas

at the Warren Truck Assembly Plant.

. Combined job responsibilities to maximize efficiencies.

. Accountable for the reduction of 10 employees. Each employee

reduction is valued at a $100,000 per year savings or a total

savings of $1,000,000 per calendar year.

2003-2005 Sarnamotive Blue Water Incorporated; Marysville, Michigan

Lean Implementation Manager

Responsibilities: Lean manufacturing training and education for

all employees, and "Team Leader" for factory wide implementation

of lean manufacturing concepts.

Accomplishments:

. Cost savings exceeding 5.0 million U.S. dollars.

. Instructor/facilitator for 32, 2 day employee driven lean

manufacturing workshops.

. Reduced equipment change over and set up time from 8.0 hours to

1.3 hours, and falling.

. Successfully implemented supplier kanban systems for all

component parts.

. Lean implementation results have been responsible for 4 million

in U.S. dollars in awarded annual new business sales.

1999-2002 General Motors, North American Supplier Development

Organization; Warren, Michigan

Senior Supplier Development Engineer

Responsibilities: Throughput improvement and waste reduction within

General Motors (GM) supplier factories.

Accomplishments:

. Instructed and facilitated workshops within GM suppliers'

factories on the following subjects - Toyota Production System,

Theory of Constraints, Supply Chain Management, and Quick Set-

up.

. "Constraint" workshop results achieved at Kimball Electronics -

The plant was working 7 days per week, 3 shifts per day for 6

months and was still behind schedule, resulting in downtime at

the GM Detroit-Hamtramck Assembly Plant and daily premium

freight. Within two months after the workshop, the plant was

working 5 days, was up to schedule, no premium freight, no

overtime and the throughput improvement was 48%. Estimated 12

months savings was 1.8 million U.S. dollars.

1997-1999 General Motors, Shanghai Project; Warren, Michigan

Senior Supplier Development/Quality

Engineer

Responsibilities: To develop and train Shanghai Supplier

Quality and Supplier Development Engineers during the Shanghai

plant start up in China. Responsible for prototype and PPAP part

warrant approval processes for parts sourced in the USA for the

Shanghai project.

Accomplishments:

. Conducted QS9000 Supplier Assessments in China during the pre-

production, sourcing selection time period.

. Trained Shanghai Supplier Quality Engineers in the APQP and

PPAP processes.

. Trained Shanghai Supplier Development Engineers in Toyota

Production System concepts.

1993-1996 General Motors Silao Assembly Plant; Silao, Mexico

Assistant Superintendent

Responsibilities: Implementation of

Toyota Production System philosophies and management of the

factory material handling activities.

Accomplishments:

. Acquired Greenfield site start up and acceleration experience.

. Managed and trained 120 hourly and salary material handling

employees in Toyota Production System techniques.

. Planned and implemented the plant material flow plan for 5000

part numbers required for the Silao truck plant processes.

Included was identification of the receipt dock, storage area

and kanban technique for delivery of material to assembly lines

and manufacturing areas, for all parts.

. Managed the development of kanban processes for 5000 part

numbers, using kanban card, sequencing, kitting, and electronic

light board pull techniques, for delivery of parts to assembly

and manufacturing points of use.

. Managed the part sequencing delivery plan, including the design

and manufacture of specialized delivery and storage racks.

1991-1993 General Motors, Chevrolet, Pontiac and GM of Canada

Operations (CPC); Warren, Michigan

Supplier Development Engineer

Responsibilities: Instructed/facilitated 5 day Toyota

Production System "workshops" at GM supplier factories, with the

goal to minimize waste and cost in their processes.

Accomplishments:

. Was recognized in GM's Supplier Development organization as the

leader in the understanding and implementation of kanban

systems. I became the CPC kanban "go to" trouble shooter and

problem solver.

. Instructed and facilitated 50 Toyota Production System, 3 -day

workshops with GM suppliers.

. Workshop results at A.M.P. Inc: productivity +46%, lead-time

-43%, floor space -48%, inventory -53%.

. Workshop results at Harvard Industries: productivity +39%, lead-

time -48%, floor space -39%, inventory -47%.

1987-1990 General Motors, Pontiac Motor Division; Pontiac, Michigan

Lean Manufacturing Coordinator

Responsibilities: Development and implementation of the plan

to evolve from a traditional/mass production organization, to a

lean organization.

Accomplishments:

. Learned Toyota Production System techniques, "hands on", while

implementing them on the factory floor.

. In 1989, as lean development escalated at Pontiac, the Pontiac

Engine Group led GM's Engine producers in virtually all

manufacturing measurements and more than doubled its nearest

competitor in most key measurables. An example is 88 inventory

turns in January 1990, with Flint Engine in second place with 21

turns. When lean implementation began at the Pontiac facility in

August of 1987, the inventory turns was a lowly 8.

. Instructor for Toyota Production System techniques during GM's

pre-lean manufacturing workshop era.

. Scheduled and facilitated meetings with finance, manufacturing,

purchasing and materials management as manufacturing priorities

changed (JIT vs. efficiency philosophies) during the evolution

to lean.

. Directed the evolution of the materials requirements and

planning system "MRP" evolution from mass production to a lean

record keeping process.

. The Pontiac Engine Group lean implementation success story, and

8 to 88 inventory turns in just a little over two years, is

still considered one of General Motors greatest achievements.

1968-1986 General Motors, Pontiac Motor Division; Pontiac, Michigan

Materials Management Scheduling and Management

positions

Responsibilities: Held various materials management positions in

scheduling, transportation, and supervision, on the factory

floor as well as in administrative areas, in both assembly and

manufacturing settings.

Accomplishments:

. Thoroughly trained and experienced in the traditional/mass

production (pre-lean manufacturing) automobile industry

techniques for material flow, inventory tracking and scheduling

systems (MRP) and shop floor inventory management strategies.

Education:

Oakland University; Rochester, Michigan

B.A. Liberal Arts, Major: Psychology, Minor:

Mathematics

GPA 3.5/4.0

Oakland Community College; Waterford, Michigan

Associate Degree in Arts

GPA 4.0/4.0 SUMMA CUM LAUDE

Contact this candidate