Manager Six Sigma

Va’Shound Taylor

* ****** **. #*** ******, NJ ***02 209-***-**** / 702-***-**** **************@*****.***

Profile

Certified Lean Six Sigma Green Belt (black belt in process) with leadership on multiple capital projects and initiatives with cumulative cost of over $74M with current capital initiatives expected to produce savings of $214.7M. Experience in Multi-site leadership, and P&L reporting and development. Responsibilities included preparation of departmental budgets, standards and tracking and accomplishments of business operations, within CPG high volume/sku complexity/line changeover, multi-shift manufacturing environment. 15 years of engineering /Business/Operational management. Proficient in gathering, analyzing and defining business and functional requirements; creating metrics,(KPI’s) trend charts and other decision-making tools; leading process-mapping initiatives; and designing/re-engineering processes, workflows and technology solutions for production environments.

Skills Summary

Project Management

Capital planning & budgetary reporting

TPM

Change management

KPI

Lean Concepts

Analysis Tools

Pilot Team Management

Strong interpersonal skills

Six Sigma Methodology

Financial planning & reporting

Strategic Partnership Building

Leadership development

Ability to motivate others

Professional Experience

Express scripts/Medco Health Solutions - Florence, NJ 2007 – Present

Express Scripts is a leading pharmacy benefit manager (PBM), with the nation's largest mail order pharmacy operations currently serving more than 65 million people. Medco provides pharmacy services for private and public employers, health plans, labor unions, government agencies, and individuals served by Medicare Part D Prescription Drug Plans. Medco is a member of the S&P 500 and is ranked number 20 on the Fortune 500 list, with 2015 revenues of more than $159.8 billion.

03/2009 – Present Director of Engineering & Service and Reliability

Manage a portfolio of over $40mm capital spend managing tactical and strategic changes in the engineering department

Leading Automation Operations/Service group for North American. (4 large sites, 7small) resulting in 50% reduction in general operations unplanned downtime from a previous value of 6,000 minutes per month. Increased system-wide production output by approximately 80k vials per day ($5M - $11M Quarterly revenue increase dependent upon geographic location).

Revamped asset data (4..6M assets), PM optimization (750K) and MRO inventory (500K SKU) Realignment resulted in 10% reduction in forced outage rates coupled with 7% reduction in overall maintenance spend

Maximized the utilization of manufacturing resources through rigorous review of production processes and evaluation of in-house and outsourcing opportunities.

Managing end to end supply chain organization including Manufacturing/Compounding, Packaging, Engineering, Continuous Improvement, Package Development & Engineering, Quality, Supply Planning/Scheduling, Procurement and Distribution.

03/2007 - 03/2009 Senior Manager of Operation & Reliability

Responsible for the preparation of departmental budgets, standards and the tracking and accomplishment of business operations.

Integration technology and human resources to optimize the automated process.

Utilized Six Sigma principles and Statistical Control to achieve process improvements.

Responsibility – Overseen a consolidated, multidiscipline group of operators, technicians, supervisors and control engineers

Analyze and resolve site manufacturing-related issues.

Developed and implement strategic improvements to plant and procedures, including the development and implementation of long-term capital planning.

Foster a culture of continuous improvement and act as the catalyst for business improvement

Coordinate daily production review meetings with staff, reviewing previous day’s performance current day production plan.

Measured and monitor equipment production, up-time, and quality performance. Develop KPI program to enhance system availability

With the help of a comprehensive staff of Technicians and Engineers, implement process improvements aimed at enhancing equipment reliability and performance. With an annual cost saving on 750k

2006-2008 TH Foods, Lovespark, IL Total Productive Maintenance Project Manager (TPM)

Worked a Subsidiary of Mitsubishi and Kameda Seika. TH Foods is a leader in the Asian snack food manufacturing industry offering a wide array of sesame, corn, and rice snack products and is known worldwide for its new innovative snack products. Product lines include Mr. Krispers, Crunch Master, Sesame Chips etc.

Lead Continuous improvement teams with an emphasis on cost reduction and productivity. These improvements are being driven by industrial engineering and utilization Lean Six Sigma & TPM methodologies.

Overseen 52 hourly associates including 10 mechanics and two lead supervisors.

Overseen High speed packing operation: plastic trays, bagging, bag-in-box or bulk format style.

Setup standard policies and assessment for project feasibility, gathered business requirements, and executed project plans for various business groups that were part of the $2.5 million budgeted for labor related initiatives

Managing day-to-day operations for Rice/Snack department.

Preparing for engagement and quality assurance procedures reviews for Shareholders and Board of Directors

2003–2006 General Mills (Meals Division), Hannibal, MO Team Leader (TL11)

Managed a unit of the Meal division, Old El Paso products manufactures taco dinner kits, bottled salsa, and canned refried beans, including bulk packing for private labels. (Non-union)

Managed 60-70 line staff, 3 system engineers, 2 line supervisors, and 5 maintenance techs.

Oversaw all maintenance operations for high speed packaging equipment such as Doboy 7500 series carton former, Poly film wrappers, sig and Bosch systems; and dual and single head robotics.

Start-up manager for daisy project (flat bottom taco shell)

Implemented cost saving projects with net gain 2.5MM.

Implemented TPM, AM, and Gung Ho for the meals division in Hannibal.

1/03–0 E&J Gallo Winery Inc., Modesto, CA Unit Manager (Tank Leader II)

My expectation was to have a board influence on the organization both cross-shift and cross functionally in helping to manage the business and drive performance in a high speed bottling facility. Stream line lean management. Which focused on process improvement and waste reduction (Union)

Manage line staff of 120 employees 5 line supervisors, and 2 project engineers.

Designed formal training programs. (SOPs. OPLs, etc.)

Established Brand management and raw to finished good process. Responsible for product lines Bartles & James cooler, E&J brandy and Boone farm country quenchers.

Led and established lean/six sigma and ISO 9001 throughout plant.

Functioned as the liaison between the glass and bottling facilities.

Attained and maintained quality yield of 98.8% and an OSHA recordable frequency of 2.5%

8/01–03 E&J Gallo Glass, Modesto, CA Shift Manager (Team Leader I)

Glass processing facility that produced all of the glass (all types and sizes) used to bottle E& J Gallo products. The process utilized was press and blow and blow and blow; Annealing cooling process, and then packed to order.

Oversaw all maintenance on high speed bottling equipment such as IS Emhart equipment-- 12 to 6 section.

Conducted performance evaluations; recommended salary adjustment; conducted disciplinary action as necessary; resolved employees complaints an issues

Monitored policies, procedures and operating systems effectively.

In this position I oversaw the implementation of ISO 9000, HACCP, GMP, Six sigma and other manufacturing processes in my department

Set up a preventive maintenance schedule to minimize cost and production downtime resulting in the highest percentage packed and the lowest percentage of quality holds.

6/00-8/01 Corning (World Kitchen) Greencastle, PA Set Assembly Supervisor

Supervised over 150 employees in various production environments. (Union)

Highly automated robotics, all packaging, debulked ceramic base cookware into finish goods.

Product line includes, Visions, Corelle, Pyrex, Ekco, Baker’s Secret, Corningware

Used PC, Intranet software for collection of downtime, schedule compliance and overall profit margin.

Required critical thinking and effective communication skills

Implemented Lean/SIX sigma, Union Progression-Regression, ergonomics and PTO. My shift delivered 98% schedule compliance, and an OSHA recordable frequency of 1.2. We ran at 95% rate of efficiency and were positive to budget at each financial reporting period.

Education and Training

2015 Lean Six Sigma Training(black belt)

2009 Green Belt Training and Certification

2009 Mark of a Leader Supervisor Training

2008 Performance Management Basics Training

2008 Aubrey Daniels Institute Training

2005 TPM Certification

2005 MBA, Chicago State University, Chicago, IL 60653

2003 MBA, California State University, Turlock, CA, 2004(perquisites)

2000 BS, Industrial & Agricultural Science,/Engineering

Alcorn State University, Alcorn State, MS

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