Change Agent

***** ***** **, ****** ** ***** **********@*****.*** H: 313-***-**** C: 586-***-****

Lean Six Sigma Continuous Improvement Change Agent - Fluent in lean tools for Manufacturing, Quality and Plant Management

Global change agent who successfully applies Lean Manufacturing and Quality Assurance principles to lead corporate continuous improvement transformations by solving a variety of complex supply chain, managerial and customer service problems in the Manufacturing, Automotive,, Aerospace, plastics and chemical processing industries.

Rolled out formal CI programs to five facilities, including:

20 weeks of classroom training in 14 lean tools

Establishment of performance management systems and KPI’s

Leading more than 50 Kaizens and Root Cause Problem Solving Sessions

Routine auditing to ensure conformance to the CI methodology

Drove $1.7M in CI savings in Fiscal Year 2011 across five aerospace and automotive manufacturing plants

Certified Lean Six Sigma Black Belt

- Led 10 Six Sigma projects, resulting in $1.27 million in annual savings

- Master Lean Six Sigma Manager for 190 Black and Green Belts in the Supply Chain organizations in two corporations

Start-up and Transformation Operations Manager

- Transition Director to oversee the transformation of the 202 employee extrusion plant

- Operations Manager for the start-up of a 115 employee steel cold forming packaging organization at Mexico

Advance Supplier Quality Expert

- Piloted an innovative supplier quality process that combined lean kaizen and six sigma principles, resulting in an 50% defect reduction from a long-time Toyota-certified supplier

- Implemented scorecards and audits to drive significant improvements in supplier quality, delivery and productivity at ABC fuel in Tenn.,

Extensive travel to Japan, Mexico, Brazil, India, Canada and the UK to meet with suppliers, manufacturing management and customers to resolve supply chain concerns and to lead productivity improvements

EDUCATION:

Masters of Science in International Business Administration

CENTRAL MICHIGAN UNIVERSITY – Mt. Pleasant, Michigan

Bachelor of Business Administration in Industrial Management

SAGINAW VALLEY STATE UNIVERSITY – Saginaw, Michigan

PROFESSIONAL EXPERIENCE

Global Lean Manufacturing Manager:

(Corporate Continuous Improvement Change Agent) MacLean-Fogg (Global Component Solutions) 2011 to Present

• Business partner to the VP of Manufacturing, with responsibility for leading lean and six sigma continuous improvement (CI) activities across five manufacturing plants.

• Completed formal 20-week CI rollouts at five manufacturing plants and two distribution centers.

- Provided training in basic and advanced CI tools to the leadership teams and to the shop floor.

- Developed key performance indicators; performance management systems to align with corporate objectives.

- Led Kaizens and Six Sigma projects too rapidly improve procurement, logistics, manufacturing, and quality assurance.

- Following the rollout, the plant exceeded its $687K improvement target by more than 100% ($1.6 million).

• Performed CI diagnostics at five plants, identifying $5.8 million in new improvement opportunities that will be implemented in Fiscal 2015 and Fiscal 2016.

• In June 2013 accepted additional responsibility for managing the North American Operational Excellent Lean Six Sigma programs, encompassing 10,200 employees, including 43 certified lean implementers, green/black belts.

Operations/Lean Manager:

Visteon (Global Seating Division, IP Group, Plastic Division) 2004 – 2011

Provided lean and six sigma training and project facilitation to clients in the US and abroad

Created a formal process for the identification of first article acceptance; on-going importation of raw materials and semi-finished products from China into North America.

Developed a detailed Hoshin Plan strategic framework to transform our unprofitable China operation to increase sales to 150%, to support export business continuous improvement initiatives, and improve financials from an 11% EBITDA loss in 2008to a 13% profit by 2010.

Performed CI diagnostics at five plants to identify $5.8 million in new improvement opportunities that were implemented in Fiscal Year 2008 and 2009

Drove $6.6M in CI savings across five facilities in the Fiscal Year 2007

Created a lean culture based on clear communication, ownership, roles and responsibilities

Implemented 5’s program, just –in-Time (JIT)/ Lean Kanban Pull production system methodology to control costs and tooling inventory, resulting in a 20% improvement in efficiency

Replaced labor-intense processes while simultaneously enhancing workflow through lean six sigma projects that reduced direct overhead cost

Lead kaizens and Six Sigma projects to rapidly improve procurement, logistics, manufacturing, and quality assurance and safety initiatives

Used lean and six sigma principles and strong customer focus, designed the manufacturing operation, quality assurance lab and warehouse. Exceeded all cost, efficiency and quality targets. Saved $3 million in CAPEX budget

Built a staffing plan and hired 105 employees to run operations, quality assurance and engineering

PROFESSIONAL EXPERIENCE CONTINUED

Visteon Direct Ship Operations) 2000 – 2004

Material/Launch Manager

Established departmental goals and objectives as well as ensured Continual Improvement Initiatives

Priced material negotiation, selection of freight carriers and control inventory movements

Effectively communicate program activities to relevant departments. Provides status updates, timing progress, and copies of customer launch documents

Lead Lean Philosophy / 5S Integration and all Personnel training and development

Supported and ensured APQP, PPAP. PFMEA, productions processes and the customer development cycles were completed on time.

Lead all customer specific program management activities from award of business through end of production.

Customized guidelines and shipment practices and directed Departmental Budget Controls

Coordinated and assists NS North American production facilities prepare for plant audits, open issue meetings, APQP meetings, launch readiness meetings, and other customer on-site reviews.

Implemented all Departmental Resource Planning and Shipment Schedules

Preformed Value stream mapping to understand Warehouse space utilization for improvement

Lead and coordinated open issue meetings with customer and relevant NS Group departments. Communicated meeting results, action items and critical issues as well Followed-up on open issues through conclusion.

Manufacturing Supervisor:

Visteon Corporation (Utica Trim Plant) 1997 – 2000

Supervised employee’s and eliminated root causes of waste in the value stream

Maximized production levels of all manufacturing operations as well as Identify bottlenecks in system

Supported mix and volume shifts to customer base for maximizing profit and order to delivery.

Lead cross-functional teams in achievement of organizational objectives

Supervised daily production as well as production planning and scheduling

Responsible for schedule dates for the completion of Production Work Orders

Responsible for maintaining a Shipping Service Level in excess of 95%

Execute daily shop floor operation processes

Ensured team applied 5 lean Principles and all safety practices

Handle the disposition of Quality issues with suppliers

Professional Development

Six Sigma Green Belt

Six Sigma Black Belt

Master Lean Six Sigma

Trained Sigma Kaizen Practitioner

QS/ISO Certifications

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