Operations Management, Lean and TPM implementation

KEATON J. WATSON

***** ********** ***** **** *******, Texas 77429 702-***-**** ******.******@*****.***

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Operational Excellence Management Lean Manufacturing Supply Change Management

PROFESSIONAL PROFILE

Management Professional with over 15 years of experience that includes manufacturing, industrial analysis/engineering, inventory control, and facilities management, an MBA in Management, and qualified by:

Expertise in Lean Manufacturing, Total Preventive Maintenance (TPM), Overall Performance Effectiveness (OPE), Loss Tracking, 5-Why Analysis, Cycle Counts/Audits, UX Variance Reporting, Oracle Software Systems, 5S

Strong Record of Accomplishment in cost /production analysis, personnel supervision, early equipment management, which has resulted in streamlined operations, projects completed within budgetary and time constraints, customer satisfaction, cost reduction and increased productivity

Proven leadership ability and desire to develop and coach in a team-based environment, works toward continuous improvement and has consistently been recognized by management with commendations and promotions to increasing levels of responsibility

Outstanding Communication Skills; able to connect easily with employees, senior management and clients at all levels; adept problem-solver

Significant contributions to bottom-line results include but not limited to:

Achieved successful division turnaround, clearing a $3.2 Million overdue backlog to zero within first year (GE Oil & Gas)

Assisted in the start-up of the new Locomotive Remanufacturing facility at GE Transportation

Increased UX for GE Las Vegas Shop by $1.5Million (GE Transportation)

99.8% Inventory Accuracy for 2010 (GE Transportation)

Overall Performance Effectiveness successfully improved yield, speed and accuracy: $2Million Cost savings (CertainTeed)

Improved the overall Run Rate from an Average of 75% Utilization to 95% using TPM Methodologies(CertainTeed)

EXPERIENCE

General Electric July, 2008 – Present

OPERATIONS PLANNING LEADER - GE Oil & Gas Division, Houston; 2012 – Present (Promoted)

Manage operations for Annulus Seals production, a critical component of offshore drilling and exploration, for this supplier to Key Customers that include Exxon, Chevron, Shell, BP, and Petrobras; including analysis, client service and personnel supervision considerations.

● Utilize Lean Methodologies, which include daily metric-board meetings, PDCA, “gemba walks” and other means to provide clear direction in the production of Seal Assembly and Machine Shop loading areas.

● Perform production and capacity analyses, forecast deliveries and create strategic production plans to maximize operating results.

OPERATIONAL EXCELLENCE MANAGER - GE Transportation Division; Las Vegas, 5/11 -1/12 (Promoted)

Provided overall leadership for GE division that manufactures equipment for the railroad, safety, environmental, customer service, equipment management, quality assurance, personnel, and budgetary concerns.

●Directed product improvement programs and provided process method excellence throughout the organization, using Total Preventive Maintenance (TPM), 5 Why Analysis Training, Standard Work Implementation, and Cycle Count Reduction.

KEATON J. WATSON Page Two

MATERIALS/LEAN MANAGER/GE Transportation Division, Las Vegas; 7/08 – 5/11

Managed $25M of inventory for this GE remanufacturing facility, including shipping/receiving, supervisory, and training concerns; assisted in conversion of a warehouse space into a remanufacturing facility, including capital expenditure analysis, plant layout, process planning, and logistics.

CertainTeed Gypsum/Drywall Division, Las Vegas, Nevada October, 2003 – July, 2008

BOARD PLANT OPERATIONS MANAGER; 5/05 – 7/08 (Promoted)

Created overall performance effectiveness (OPE) improvements for this drywall manufacturer, which involved personnel supervision, inventory, cost control, and safety matters.

●Oversaw the activities of 36 hourly employees, 4 supervisors, and process engineers including hiring, training, and evaluating performances; coached to optimize productivity.

OPERATIONAL EXCELLENCE MANAGER; 10/03 – 5/05

Implemented TPM practices throughout plant to accomplish focused improvements in environmental, health & safety, customer service, autonomous/preventive maintenance, early equipment management.

● Trained both hourly and salaried employees in the 10 Pillars of TPM: Safety, Quality Customer Service, Autonomous & Preventive Maintenance, Early Equipment Management, People Development, Focused Improvement, which resulted in moving production at a rapid pace without compromising company standards and minimizing shop shut downs.

The Clorox Company/Glad Division, Carterville, Georgia October, 2002 – October, 2003

OPERATIONS MANAGER

Directly trained and managed shop staff and supervisors for this global storage bag manufacturer, with responsibility for overseeing 170+ Engineering, Maintenance, Production, and Quality Control employees and a 120,000 sq. ft. conversion plant (converting resin to bags) with 10 different machine stations.

●Developed self-directed teams, provided leadership & coaching on day-to-day manufacturing support to drive favorable plant operational performance.

●Managed capital and expense budgets and ensured project execution according to scope, schedule, cost, and early management requirements, including environmental compliance, fixed asset management, and risk management.

●Critically reviewed the design and implementation of all capital and manufacturing improvement projects; advocated for engineering innovations, continuous improvement programs, and led cost-saving/loss elimination initiatives.

The Boeing Company, Huntsville, Alabama & Seattle, Washington August, 1997 – October, 2002

MANAGER/AVENGER PROGRAM, Huntsville, Alabama; 4/01 – 10/03

Directed the activities of hourly and salaried personnel in manufacturing Humvee Avenger military vehicles, contracted through the Department of Defense, with responsibility for administrative, safety, quality, and process flow matters.

●Guided, coached, and directed teams to implement processes to enhance schedule performance, lower costs, and improve quality, through problem resolution and enhanced asset utilization, which involved 300+ machining work cells.

CAPACITY PLANNER/INDUSTRIAL ANALYST/Boeing Commercial Airplane Group, Seattle Washington; 8/97 – 4/01

Use Industrial Engineering and Lean Manufacturing concepts, techniques, analysis and decision tools to optimize operational effectiveness in the manufacture of the 737 line of commercial aircraft.

●Developed models, data bases and spreadsheets to analyze data, including statistics, operations research, engineering economics and provided summary analysis and metrics for consultation to internal and external customers, such as management, departments, and suppliers.

EDUCATION

M.B.A., Management, University of Phoenix, Bellevue, Washington, 2000

B.S., Industrial Technology, University of Arkansas at Pine Bluff, Pine Bluff, Arkansas, 1996

Certifications and Specialized Training: TPM Certified Instructor & Lean Manufacturing Certification

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