Engineer Project Manager
Resume:
KENNETH M. BAUN
NILES, OHIO **446
Phone: 330-***-****
e-mail: ********@*****.***
Employment Summary
Manitowoc Ovens – 1333 E. 179th Street of Cleveland, OH. Manufacturing Engineer. 6-11-13 to present.
Improve output for Lincoln 2 Foot model assemblies by 55%.
Develop value stream connecting stations with final assembly.
Eliminate WIP reducing defects and optimizing inventory.
Visual material controls reducing chance of material shortages.
Kanban development utilizing 2 bin replenishment approach.
Ergonomic enhancements to reduce operator fatigue and safety.
BOM routing refinement; material shortages / negative inventory caused by lack of back flushing. Associated parts were changes to phantom. Problem corrected.
On-time delivery: At the end of 2014, Manitowoc was facing a deficit of $2.5M in late deliveries. The Mechanical Engineers were assigned product lines and brought the shipments to only $250K within the final three months.
Supervise Fabrication, Welding and Polishing departments. Associated equipment includes; shear press, brake presses, laser cutters, robotic, TIG & MIG welders.
Independent Contractor – Manitowoc Ovens (formerly Cleveland Range) of Cleveland, OH. Industrial Engineer. 2-25-2013 to 6-10-13.
Develop assembly processes and perform time studies for new plant product (Lincoln Impinger) commercial ovens. Additional responsibilities include: work place organization, parts presentation, visual controls and line balancing.
New product development – Implement 3240 product through all plant operations. Facilitate meetings tacking milestone events and maintain action lists to confirm all outstanding issues are completed in a timely manner.
Aerotek Professional Recruiting
Industrial Engineer at GM – Lordstown, OH. 12/3/2012-2/15/2013.
Review and validate process standards (SOS & JES) in body plant for construction of Chevy Cruse automobile. Represent Industrial Engineering Department in daily production meetings to address throughput, quality and safety issues. Instructor for Assembly Process System (APS) for plant Team and Group Leaders.
Stoneridge Incorporated
Advanced Manufacturing Engineer, 2004 – August 2012
Launch major programs launches for key customers.
Navistar / International medium duty trucks, $170M annual.
Navistar / International bus platform, $5M annual.
DTNA (Freightliner) heavy duty trucks, $12M annual.
John Deere U8 (8000 Series) tractors, $11M annual.
John Deere Zenith (7000 Series) tractors, $9M annual.
John Deere Thor (9000 Series) tractors, $6.2M annual.
Paccar truck platform, $15M annual potential (new).
5S Facility Coordinator.
Proliferate Lean principles promoting best practices, product velocity & process flexibility.
Equipment. Coordinate Acquisition and capability assessment.
Estimate support. Labor standard review and update.
Built-in quality, successive verification.
Kaizen, Logical Approach.
Standardization using Lean tools / forms.
Materials and Information Flow.
APQP, Production Readiness for Product, Tooling, Equipment and Processes.
Customer Specification Compliance Monitoring.
Workplace analysis: Safety, Ergonomics and Parts Presentation.
Throughput Reduction: Promote Pull System, Layout, Logistics, Supply-Base.
Line Balancing: Time Study Data Collection and Leveling.
Manpower Analysis for Optimum Operation Efficiency.
Lean / Continuous Improvement Engineer, 2001 – 2004
Implement Lean logical approach at manufacturing facilities with optimum process controls, kanban, methods, material replenishment, visual controls, layout and connections.
Train Engineers in Lean concept implementation. Knowledge transfer.
Kaizen Team leadership / member assessing problems and developing solutions.
BOP (Bill of Process) Training.
Sales Engineer / Account Manager, 1997 – 2001.
Manage major accounts and issue pricing for new product.
Caterpillar
Ichikoh
Delphi Steering
Thermo King
Bosch
Project Manager, 1995 – 1997.
Identify critical tasks to customers launchs and track timeline. Meet and coordinate with Stoneridge facilities, product prototype, PPAP submittal, process / equipment readiness and production start of production.
Application Engineer, 1993 – 1995.
Develop product electrical system from customer schematic. Assist Product Cost Department in component selection, bill of material review and labor assignments.
Carrier Transicold Division
Manufacturing / Facility Engineer, 1991 – 1993.
Directed Kent, OH facility in all phases of the daily operation. Responsibilities included: equipment utilization, method improvements, new product introduction, preventative maintanence coordination and product output analysis.
Tech Data Corporation of Clearwater, FLA. 1990 – 1991.
Analyze and flow chart departmental systems for streamlining propsals. Interview each organizational step for computer acquitition through product shipment / delivery.
Pall Land and Marine Corporation of New Port Richey Florida. 1988 – 1990.
Sales / Application Engineer.
Assist Product Engineers in design of specific filtration (fuel, air, oil) systems for unique military and commercial applications.
Packard Electric Division of GM
Methods / Industrial Engineer. 1982 – 1987.
Develop process for GM (J car) automotive wire harness contruction from blueprint to production.
Attend preliminary lauch and gate review meetings.
Assess product print and develop preliminary method.
Run cycle time studies in lab invironment for optimum process.
Document segmented method containing detailed build sequence.
Lead release of all related equipment for start of production.
Summary:
Energetic and motivating leader with proven ability to effectively manage both personnel and projects. Self starter and strong independent worker. Excel at analyzing products and procedures to generate new ideas to improve efficiency and quality. Highly adaptable to ever changing circumstances. Key member in any team developing and executing strategic business plans.
Education: Youngstown State University
Youngstown, Ohio
Bachelor Degree in Applied Science (BSAS)
Major: Mechanical Engineering Technology
Graduation: June 1987
Certifications: Six Sigma Green Belt, APICS, PFMEA, OSHA 10.
Six Sigma Green Belt Project Summary:
Navistar MaxPro process improvement. Initial facility processes failed to provide sequencing flow and work balance. This resulted in poor throughput and excessive manpower utilization.
Course of action: Benchmark existing processes & perform time studies, develop process flowchart, identify bottlenecks, equipment analysis with improvement recommendations, reorganize work cell / value stream, balance work stations and record through-put improvements.
Savings results: $515,000.00
John Deere 7000 Series Tractor process improvement. Existing processes utilized electrically wired construction boards to created cab wire harnesses. Tooling was expensive and required extensive floor space. The previous program’s production efficiency was poor requiring occasional expedited freight.
Course of action: Implement Lean system utilizing mechanical boards in conjunction to electrical boards to assure harness integrity. Additionally, variability was removed from pacemaker utilizing modularization (kit break). Additional Lean concepts included: manifest creation, two bin replenishment system with right-sizing, supermarket development, kanban, visual controls, delivery route analysis and method documentation.
Savings results: $187,000.00
Computer Competency: Microsoft Word, PowerPoint, Project Management, Excel, Outlook and AutoCAD.
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