Maintenance Manager
Resume:
GLENN VOSS
**** ****** **** *****, *********, KY 40515
859-***-**** (C) *****.*.****@*****.***
SENIOR OPERATIONS MANAGER
Expertise in Lean Manufacturing Management
Operations strategist, with a deep understanding of what is critical to achieve
manufacturing excellence through aggressive continuous improvement.
Management career includes core functions: Toyota manager of the
stamping department, maintenance cost, maintenance management coordination,
and powertrain maintenance. Includes engineering, quality, operations, safety,
equipment maintenance/ productivity, and technical problem solving.
Expert at aligning organization with company vision/targets through planning,
leadership, assigning responsibility and support. While focusing on employee
development to ensure structure, systems, and sustainment. With a focus on
teamwork, morale, and employee empowerment. A take charge leader
who pursues challenging assignments to discover breakthrough manufacturing
methods and future leaders.
Trained at Toyota Japan and Toyota North America in “The Toyota Manufacturing System.” Thereby
having a deep understanding of the necessary tools for leading change management that challenges the status quo, while maintaining both the company and employee confidence and integrity.
PROFESSIONAL EXPERIENCE:
LEAN ESSENTIALS CONSULTING, LLC: Owner 2014 – Present
Provide expertise to manufacturing vice presidents through supervisors to implement sustainable lean manufacturing methodology. This is a structured approach focusing on companies goals, with a practical approach of the Toyota Manufacturing System/Lean Manufacturing, based a company’s current abilities.
Targeted Development:
• Plant Performance Indicators • Value Stream Mapping • Kaizen Events
• Change Management Methods • Process Improvement • Root Cause Analysis
• Plan, Do, Check, Action • Waste Reduction • On Time Delivery
TOYOTA MOTOR MANUFACTURING KENTUCKY (TMMK): 1991-2014 (8) Positions
*Leader of sustainable yearly cost reductions of > $20M/year
MANAGER STAMPING NEW MODEL [LEXUS-ES350]: 20013 - 2014
» Responsible for commissioning of new dies, operations standard work, and supplier readiness.
• Managed the new model team of 8 employees [exempt and non-exempt].
ˇ
Organized employee [quality] standard work training at Lexus Plants in Japan.
Met quality major milestone to match Lexus quality in Japan.
Established stamping operations, employee standard work certification system.
Developed and implanted Team Leader roles/responsibilities training & certification system.
Developed and implemented skilled training for maintenance and tool & die employees.
STAMPING MANAGER: 2009-2013
* Stamped parts supplier to all of Toyota North America. 500K ft plant.
» Responsibilities included Stamping Capital and Operating Budget, Engineering, Quality,
Tool & Die, and General Maintenance.
• Managed 110 employees [exempt and non-exempt].
• Equipment responsibilities included 20 presses, 800 dies, 40 robots, and die design changes.
ˇ
Reduced safety incident rate by 70% through the implementation of safety culture & safety grassroots.
Improved quality ppm by 20% with the implementation of die repair accuracy and utilizing die data
Includes die measuring/documenting, die machining, die PM, and process improvements.
Improved productivity by 30% through goal alignment with Plan, Do, Check, Action [Toyota PDCA].
Developed and implemented the Stamping 5 year plan, focusing on improved quality and productivity.
Led the design, staffing, and curriculum of the Stamping Employee Development Center.
Led the North America, stamping maintenance, self-sufficiency working group.
TOYOTA MANAGER OF MAINTENANCE COST REDUCTION/MANAGEMENT
COORDINATION: 2008-2009
»Assigned by Managing Officer of Toyota Motor Corporation Japan to investigate & reduce TMMK plant
maintenance cost. Also to improve the plant maintenance managers teamwork and coordination.
ˇ
Established cost targets, planning, and reporting criteria for each maintenance department.
Integrated Toyota NA Corporate Safety Engineering Group to establish OSHA core safety training.
Partnered with Kentucky Community and Technical College System (KCTCS) to recruit, train, and
vetting of all future skilled trades new hires.
POWERTRAIN MAINTENANCE MANAGER: 2001-2008
* Production [assembly/machining] of V6 Engines, 4Cylinder Engines, and vehicle axles.
1.1M ft Plant
»Responsibilities included General Maintenance, Operations Tool Regrind Group, Machine Shop, spare
parts, CMMS, and the Environmental Group.
• Managed 194 employees [exempt and non-exempt] and also responsible for the operating budget.
• Equipment responsibilities of over 1500 machines, including [CNC] assembling, milling, drilling,
grinding, testing, and honing machinery. Also robots and induction hardening machinery.
ˇ
Leader of implementing a world class safety culture which resulted in an injury reduction of 78%.
Powertrain leader of implementing TPM with a focus on operator maintenance and root cause analysis.
With recurrence prevention through process improvements (kaizen) and quantifiable
preventative maintenance (PM). Overall productivity improvement of 12% with a reduction of 51
maintenance employees and an overall cost reduction of 21%/Year.
Managed and led the Toyota Global Engine Line initiative for North America (maintenance group). This
group included Toyota Japan, 3 North America Powertrain Plants, and 3 Toyota tier 1 suppliers. The
purpose was to level up all plants together to be competitive with Toyota Powertrain Plants. Focus was
on assessment of maintenance management, systems, predictive maintenance, and skilled training.
With implementation of best practices in each plant and common indicators (KPI) for evaluation.
Established a high skill maintenance team with responsibility to build new process machines,
spare parts/process tool repair, and installation of new equipment form Japan. Reducing the
requirement of Japanese OEM dispatch to North America.
Developed and implemented the model to continuously develop [skilled trades] contractors. This
reduced the reliance on high cost OEM services, and enabled the concept of flexible staffing.
Powertrain Maintenance Assistant Manager: 1997-2001
» Responsibilities included general maintenance, new model [engine] equipment
readiness, and new technology training.
ˇ
Designed, coordinated, and implemented the requirements for new machinery trials
after on-site installation.
Setup a comprehensive spare parts usage system that tied every part purchased to each machine
which improved analysis of cost and usage.
Developed the roles and responsibilities for the supervisor and team leader position. Coordinated
concurrence with upper management and human resources.
Powertrain Group Leader (Supervisor 3 shifts): 1995-1997
» Responsibilities included 3 shift general maintenance of the axle assembly and machining lines.
Developed teamwork of maintenance and operations. Focused process improvements utilizing
Top 10 issues tracking and countermeasures.
Powertrain 3rd shift Maintenance Team Leader: 1993-1995
» Responsibilities include 4 cylinder engine [machining] of crank, connecting rod,
cylinder block, and piston pin lines.
Powertrain 3rd shift Maintenance Team Member: 1991-1993
» Responsibilities included axle assembly and axle machining lines
Kasper Machine Company: 1980-1991
» Trained to be a skilled machinist, machine builder, and machine service technician.
Includes CNC machine setup, precision spindle machining/building, gearbox build,
precision tooling setup/adjustment, and quality problem solving.
EDUCATION:
Oakland University: Rochester Hills, MI. 1987-1990
Bachelor of Arts
Awards:
5S Platinum Manager of Toyota North America
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