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Manager Six Sigma

Forest Park, Illinois, United States
December 24, 2015

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Kenneth Ray Buford



Summary of Qualifications

I’m a highly motivated leader with over 20 years of experience managing both people and business processes, while increasing revenues and achieving business results. A Certified Master Black Belt in Lean Six Sigma with the ability to develop policies and procedures for cost reduction and improve a company’s inefficiencies.


Vice-President of Transit Operations, Chicago Transit Authority (CTA) Current

Chicago, IL

Responsible for over 6,500 union and non-union employees.

Responsible for providing over 1.6 MM daily Bus and Rail Transit rides.

Responsible for an annual budget of over $530 MM.

Area of responsibility includes Bus Operations, Rail Operations, Instructions dept., and Capital Projects dept.

Responsible for 65% of all CTA’s workforce.

Negotiated contract concessions with both Bus and Rail union Presidents.

Reduced CTA’s Injuries, overtime expenditures, and late arrivals by 48%, resulting in an annual savings of $10MM.

Used Lean Six Sigma methodology to reduce silos across safety, maintenance, finance, and operations departments.

3rd highest position within CTA’s Operations Division, reporting directly to Chief Operating Officer.

Federal Bureau of Investigation (FBI), Cyber Special Agent 2008-2015

Chicago, IL

Investigated all cases of criminal Cyber intrusions against U.S companies and the U.S government.

Testified in court to evidence found during criminal investigations.

Certified by the FBI as an expert negotiator in the recruitment of informants and source development.

Conducted undercover work to solve Counterintelligence, Counter-terrorism, and Cyber investigations.

Worked closely with Fortune 500 companies to safeguard their IT security systems from Cyber-attacks.

Team member of FBI’s Evidence Respond Team, which was dispatched to all major national events.

Graduated in top 10% of FBI’s New Agent Class.

Department Manager, Plant Continuous Improvement Manager 2006-2008

(General Mills)

Brands: Cheerios, Trix, Wheaties, Chex, Betty Crocker, Hamburger Helper and Yoplait

Technology/Machines: High-speed bagger and Conveyors

Responsible for the development and implementation of Continuous Improvement for a 600 union employee plant.

Implemented plant wide 5S and Lean Six Sigma campaign that resulted in an annual cost savings of $200,000.

Responsible for both Corporate and plant’s Master Plans, and the implementation of all Continuous Improvement Pillars.

Led Lean Training and also trained facilitators to preform Root Cause Analysis, SIPOC, Fishbone Diagrams, and Value Stream Mapping processes to eliminate chronic losses and waste.

Advised CEO and category Vice-Presidents on the direction of General Mills’ Continuous Improvement Program.

Production Manager 2005- 2006

(Malt-o-Meal, USA)

Brands: Hot and Cold Breakfast Cereal

Technology/Machines: High-speed bagger and Conveyors

Manager for seven production lines, seven direct reports, and 250 non-exempt employees.

Developed and implemented Co-Packaging/Co-Manufacturing strategy for both hot and cold cereal resulting in an increase of $5 MM in incremental sales due to increase capacity.

Implemented computerized warehouse inventory tracking system, which reduced product losses by $200,000 and increased warehouse inventory accuracy.

Developed business metrics to reduce changeover times, resulting in a 30% increase in line efficiency.

Led companywide Kaizen events teaching Six Sigma techniques across plant resulting in an annual savings of $300,000.

Introduced line start-up protocol tool (CVS) commission, validation, and start-up for a new 90 employee plant in Utah.

Operations Shift Manager 2002- 2005

(MasterFoods, USA)

Brands: M&M’s

Technology/Machines: High-speed bagger, Conveyors, Automatic control lines

Coached, motivated, and managed 195 hourly union employees, to include: maintenance, safety, production, and quality assurance.

Collaborated with finance and commercial group to reduce cost of goods sold from 2,876/ton to 2,548/ton, resulting in annual saving of $1.13 MM

Strategically led a team of managers and associates in transitioning from a four shift operation to a three shift operation, with minimum impact to associate’s morale, resulting in an annual saving of $2.8 MM.

Partnered with the Quality Services department to achieve 100% compliance in quality and first pass good.

Industrial Engineer Manager, (Co-Packaging/Co-Manufacturing)

(MasterFoods, USA)


Technology/Machines: High-speed bagger, Conveyors, Automatic control lines

Industrial Engineer Manager for five Masterfoods’ Co-Packaging/Co-Manufacturing facilities.

Developed and Implemented conveyor system for entire Co-Packaging network that increased productivity and run rates by 75% across entire system resulting in an annual savings of $700,000.

Responsible for the installation of a new production line, to include: technical planning, layout, design, and testing, that resulted in an annual savings of $200,000.

Implemented and designed “Improvement Program” across Co-Packaging network with emphasis on Lean Manufacturing and Six Sigma philosophies resulting in annual savings of $500,000.

Designed and implemented line layout catalog that provides all possible line layout for entire Co-Packaging network.

Led a cross-functional team with representatives from manufacturing, graphic, and research and development, to implement Masterfoods’ Amazing candy bar, which provided a 90% on-time delivery rate to customers.

Corporate Manufacture Engineer, 1998- 2002

Ryerson Tull (RCP Division) ISO Certified

Maytag (Cleveland, Jackson and South Carolina)

Industries: Manufacturing Washer, Dryer, Vending Machine, Refrigeration, and Stove

Technology/Machines: CNC, Injection Molding, Rotary Thermoformed, Painting Line, and Hydraulic Press

Continues-welding Line and RF System

Project Manager for three Maytag manufacturing facilities.

Developed and implemented a wireless Kanban System for vending machines, resulting in an annual savings of $ 1 MM.

Reduced scrap rate by 30% using continuous welding process at Maytag’s Cleveland facility, resulting in annual savings of $2 MM.

Championed vending machine reconfiguration at Maytag’s South Carolina facility for an annual savings of $500,000.

Developed a regression analysis program at Maytag’s Jackson facility to justify changing from steel coils to steel sheets resulting in an annual saving of $800,000.

Implemented a material change from heavy gauge steel to a lighter gauge steel with the same tensile strength

resulting in an annual savings of $600,000.

Jet Mechanic, 3rd Shift Supervisor Aug. 90 Aug.94

United States Navy (Petty Officer 3rd Class)

Industries: United States Armed Forces

Technology/Machines: Hydraulic components, Jet engine combustion and Airframe systems

Maintained F-14 TF-30 and F-110 Airframe, Power-Plant, Combustion and Exhaust systems.

Recipient of a special award for participating in Operation Desert Storm/Desert Shield.

Supervised team of 350 Airman/Seaman during ships re-engineering/redesigning after Operation Desert Storm/Desert Shield.

Supervised 16 Jet engine mechanics on 3rd shift during Operation Desert Storm/Desert Shield.

University of Illinois, Chicago, IL 1994-1998

Major: Bachelor of Science in Industrial Engineering

Dominican University, River Forest, IL 1998- 2000

Master in Business Administration (Entrepreneurship and Marketing)

Villanova University, Villanova, Pennsylvania Aug 2006

Master Black Belt in Lean Six

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