Six Sigma Lean

RESUME

WALTER TERRY, MSEE, CSSBB

Labor Category:

Six Sigma/Quality Management

Years Experience:

+10

Education / Training:

Certified AS9100 Lead Auditor, AQS Management Systems (2014)

Certified Lean Six Sigma Black Belt, GE (2009)

Certified Six Sigma Black Belt, Ford Motor Company (2001)

Master of Science, Wayne State University (2000)

Technical Skills:

Skills:

Project Management

Change Management

Facilitation

Lean Six Sigma, Black Belt

Minitab

5S

Pareto Charts

Gap Analysis

SIPOC

Cultural Transition

Continuous Improvement

Operational Development

Project Management

Process Improvement

Team Leadership

Microsoft Office Suite

Strategic Planning

Experience Summary:

Mr. Walter Terry is a Certified Six Sigma Black Belt and Lean Practitioner with more than 10 years of experience in Lean Transformation, project management initiatives, process improvement, 5S, waste reduction, and leadership. His background also includes experience in customer requirements gathering, stakeholder analysis, gap analysis, workflows (as-is and to-be) assessment, statistical analysis using Minitab, problem solving using DMAIC model, development of project plan and schedule, ROI's, VOC analysis, development of process maps, status reports. His strengths include successfully leading cross-functional teams in multi-departmental projects, developing the big picture, customer centric, and ability to perform detailed analysis and target mission initiatives. He also has experience as a Quality manager, a design and release engineer, and a program manager.

Relevant Project Experience:

Quality and Process Improvement Manager, DynCorp International, Houston, Texas, November 2014 – September 2015

•(AS9100 and Lean Experience)

•Performed gap analysis on AS9100/AS9110 readiness for audit re-certification

•Led and facilitated audit recertification process

•Designed the first audit schedule for the NASA DynCorp contract.

•Used Kaizen approach to introduce standard work in some areas where none existed

•Worked with Leadership to ensure that aligned strategic plan and business practices aligned with AS9110 requirements.

•Developed and trained team members in audit and reporting methods.

•Increased the team’s surveillance activities and improved the business’ standard operating procedures through better auditing techniques.

•Created Process Effectiveness Assessment Reports

•Was responsible for the team passing 2015 external audit without ANY findings or observations.

Lean Six Sigma Deployment Coordinator, DynCorp International, Houston, TX, October 2012 – November 2014

•(LEAN Six Sigma Transformation Experience)

•Introduced Lean Six Sigma to NASA AMOS contract for DynCorp International.

•Created Lean Six Sigma Green Belt (GB), Yellow Belt (YB), Familiarization, and Champion curriculum for AMOS contract.

•Taught LSS GB, YB, Familiarization, and Champion training to ~50% of AMOS contract personnel and to NASA employees.

•Reduced parts wait time for T-38 Maintenance from 10 days to 1 day by creating a rotable pool from a list of critical parts.

•Instituted a KanBan system for a long distance hangar at Ellington Field for bench stock to reduce mechanic motion and wait times by ~280 hours per major inspection.

•Conducted Kaizen to reduce turnaround time on T-38 aircraft major phase inspection by 20% and minor phase inspections by 50%.

•Collaborated with senior management, team management, and NASA customer personnel to facilitate change management strategy.

•Identified and prioritize corrective measures and track progress using project management principles.

Quality Manager, General Electric, Houston, TX, February 2011- June 2012

•(AS9100 Experience)

•Drove improvements into operational processes such as customer complaint responses, oil contamination abatement protocols, product preservation, and used non-conformance trends that led to 12% reduction in Cost of Quality.

•Identified process inefficiencies and conduct root cause analysis exercises with all levels of clinical staff to effect change and maximize center-wide productivity.

•Worked with operations to improve quality management system through revision review, update of processes, and document management.

•Passed Lloyd’s Register Quality Assurance (LRQA) AS9100 revision C 2012 Surveillance audit with only positive observations.

•Responsible for collecting and reviewing all quality metrics for the Houston Service Center.

•Only Aero leader to address the hourly team on a weekly basis about their progress on key indicator (Quality) in order to impact the outcome.

•Audited progress of each division against World Class Organization standards

Certified Lean Six Sigma Black Belt, General Electric, Houston, Texas, December 2007 – February 2011

•(LEAN Six Sigma Leading Initiatives/Activities)

•Developed and implemented strategy to integrate the design work of the Aero, Greenville, and Cincinnati LMS100 engineering teams in order to consolidate sourcing and reduce Bill of Material errors by 63%

•Led various Action Workouts, Lean Action Workouts, Kaizen events, Value Stream Mapping events

•Delivered $200K in savings for cost of quality by finding re-use for un-used inventory

•Helped implement the first Configuration Control Manual in EED

•Collaborated with cross-functional teams to develop new Fuel Inquiry processes

•Delivered Change Acceleration Process (CAP) training to Wallisville employees

•Delivered Lean Six Sigma training to over 200+ Green Belts

•Facilitated informational briefings to help the business understand change management process mapping, and process improvement methodology.

•Transformation Projects/Initiatives:

•Led a cross functional team from Engineering and GSCM in an Action Workout (AWO) to drive improvements into the Aero Change Management process that resulted in a 60% reduction in cycle time and 2780 hours in touch time ($400K variable cost)

•Implemented lean collaboration cell and increased visibility by developing meeting cadence and Engineering Change Request (ECR) dashboard to monitor change process so issues can be addressed.

•Established lead times for each team to meet 33-business day goal for implementing Design Correction ECRs. Reduced Design Correction case review from 84 business days to 29.

Design and Release Engineer, Ford Motor Company, Dearborn, Michigan, November 2003 – March 2007

•(Engineering/Program Management Experience/Lean)

•Program Action team leader for four different truck products including: Econoline Body Security Module, Econoline Smart Power Distribution Junction Box, Super Duty Body Security Module, and the Super Duty 4x4 Module

•Led four different suppliers along with the internal Ford software and test development personnel.

•Reduced 3 Things Gone Wrong (TGWs) on Super Duty Body Security Module by developing root cause analysis for missing second key fob button press.

•Created $500K in warranty savings for Super Duty through design changes based on customer complaints using various techniques including Lean principles.

•Led the development for improvements to Super Duty 4x4 module that reduced warranty by 5%.

•Responsible for Subsystem Design Failure Mode Analysis to spot critical issues and to implement design controls to minimize severity, decrease occurrence, and increase detection methods.

•Conducted testing at the subsystem and vehicle level to ensure first time pass prior to prototype and production builds.

Product Planning Analyst, Ford Motor Company, Dearborn, Michigan, July 2002 – November 2003

•(Program Management Experience)

•Managed new engineering technology strategy for North American Lincoln Trust Mark.

•Developed cost benefit analysis and reported findings to upper management.

•Helped develop a strategy to save $50 million across vehicle lines by consolidating alternator designs within certain vehicle lines by MY2010.

•Directed the separation of Visteon from the common Ford Motor Company Worldwide Engineering Release System (WERS) into the customer database version WERS to prevent security breaches that could have compromised business secrets between Ford and its other suppliers.

Certified Six Sigma Black Belt, Ford Motor Company, Dearborn, Michigan, June 2000 – July 2002

•(LEAN Six Sigma Activities)

•Led research and manufacturing Six Sigma teams in DMAIC process, quantified the data inputs and outputs, formulated, designed, and tested hypothesis theory with key stakeholders on process control.

•Taught quality and measurement technique classes to both union and non-union personnel.

•savings for cost of quality by finding re-use for un-used inventory

•Worked with Windstar team to develop "Design of Experiments (DOE)" to get an optimal solution to save $958,000 at Oakville and Ontario Assembly plants by reducing 1 TGW associated with Engine Noise with improved shift cable grommet design.

•Improved Windstar Glass Run Seal and reduced TGW associated with Wind Noise and saved $785K by improving the rubber suppliers forming process.

•Saved $102K by improving emission analyzer Nitrous Oxide (NOx) detection at Allen Park Test Lab and delayed major capital expenditure on new analyzers for four years.

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