Manager Six Sigma

Scott English

**** ******** *****, ********* ** *4534

Email: actnfu@r.postjobfree.com

Cell Phone: 425-***-****

PROFESSIONAL EXPERIENCE

Operations Manager: United Technologies December 2014-Feburary 2016

Responsible for leading and directing a safe and cost-effective military/commercial explosive aerospace manufacturing operation through a direct staff of nineteen salaried individuals and over 160 hourly employees that resided within production, manufacturing engineering, tooling, and facilities. Responsible for monitoring and analyzing costs and the creation of the operations budget as well as the creation and execution of the capital appropriations budget. Ensure successful planning, development, and implementation of local lean manufacturing and operational excellence projects while driving on-time delivery and scrap reduction. Was the voice of manufacturing in strategic planning, sales presentations, and in new product development.

Results:

Reduced past dues by 24 million through creation of Heijunka boards, establishment of production quotas/out puts and creation of one piece flow cells

Increased on-time to start in manufacturing by 40% and on-time delivery 26% through development of a measurement system to see work cells missing their starts and ran numerous kaizen events to eliminate barriers to starting on-time

Reduced overtime by 15% through the creation of a cross trained workforce and daily productivity tracking to develop and execute projects that would eliminate inefficiencies

Executed a 1.8 million dollar capital budget, resulting in 350k labor and a 200k repair expense savings through the creation of both automation and the elimination of obsolete equipment, coupled with the creation of a TPM system

Production Manager: Saint Gobain Performance Plastics August 2012-December 2014

Managed two different business units; one serviced the aerospace, automotive, medical, and industrial markets, while the second unit serviced the semi-conductor industry, with combined P&L’s of 70 million dollars. Directly responsible for planning, purchasing and operations through a team of eight supervisors, three hourly associates who supervised 200 hourly employees. Developed and managed operational budgets and strategic initiatives designed to drive performance through cost improvement and completion of continuous improvement activities.

Results:

Drove productivity 9% through running numerous SMED and kaizen events on injection molding machines, CNC lathes/mills and on the process flow of receiving and issuing of materials

Reduced scrap 4% as a percentage of sales through creating one piece flow work cells and establishing certified operators for quality inspections

Reduced lead times by 10 days through establishing Value Streams and eliminating non-value added time, redundant processing steps and inspections

Increased production capacity 15% through directing 500k in capital expenditures to improve class 5 & 7 clean room operations, replace end of life machinery and upgrading inspection equipment

Re-created the MRP system to eliminate non-value added steps, eliminating the overtime in the planning and purchasing departments through simplification of the MRP process and the creation of a daily, weekly and monthly production schedule governed by capacity planning

Doubled inventory turns to twelve through establishing consigned inventory, establishing kanbans and point of

use locations, and the creation of ABC inventory analysis to support customer forecasting

Operations Area Manager: Precision Castparts Corp. April 2011 – August 2012 Managed a 160 million dollar aerospace forging operation including, 100 hourly associates, four supervisors, two engineers and one planner. Reviewed daily, weekly and monthly forecasts to determine productivity requirements to surpass the department’s objectives and budget. Created the annual operation budget for five departments including, forecasting utilities, tooling spend, labor and supplies. Proactively identified and lead process improvement initiatives. Responsible for both preventative and maintenance programs for all equipment, as well as the coordination of all necessary repairs.

Results:

Drove productivity 5% from previous year’s production through SMED events on forging machines, creation of a production schedule and in executing a daily schedule to maximize machine utilization

Reduced overtime spend 10% through the aligning resources to a 24-by-7 work week to support production demands and to reduce production variation to downstream operations

Reduced tooling/supplies budget by 20% through the creation of a bill of material process/operation establishing a MRP driven tooling consumption and build release

Continuous Improvement/Supply Chain Manager: Precision Castparts Corp. September 2010 - April 2011

Drove focused Lean Six Sigma initiatives throughout the business. Established standard work, increased productivity, reduced overtime and improved on-time delivery through kaizens, SMED and value stream mapping events. Managed the shipping, receiving and warehouse department while acting as the primary contact for suppliers to establish business terms, negotiations, schedule adherence and supplier quality score cards. Managed the procurement and purchasing functions of all supplies and raw materials. Conducted production planning to level load manufacturing, which increased inventory turns and reduced lead times. Implemented supplier development and evaluation programs to ensure suppliers provided quality services and goods.

Results:

Value stream mapped the new product development cycle, reducing the cycle from 25 weeks to 13 weeks through the elimination of process steps and aligning processes into series and parallel steps

Reconfigured the production planning process from a once a week eight-hour process to a three times a week one-hour process, which incorporated backwards scheduling and a level loaded production schedule

Reduced expedited freight charges by 70%, resulting in 144k savings per year through securing a long-term courier service contract, establishing correct lead times and the building of a supplier demand forecast

Senior Manager, Risk Management/Resource Planning: Express-Scripts Inc. June 2009 - September 2010

Responsible for the management of information and reporting required to coordinate work plan activities and measure performance. Oversee development of management budget books, budget communications and budget summary, defense of budget, for senior management. Monitor actuals to budget during the year and identify areas needing intervention and support development of action plans to shift performance back on track. Creation of long range staffing model, productivity metrics and forecasting tools to predict and plan for budget variances. Project management of process improvement projects to drive service levels, create productivity gains and to ensure that controls are in place to ensure gains are sustained. Challenge the status quo in search of new processes, ideas, or technology to move forward faster to favorable competitive position.

Results:

Creation and development of daily production reports showing individual production and quality per-day and per-site, resulted in an overall productivity gain of 9%

Implemented Resource Allocation Tool to share excess capacity between sites which drove service levels up 12% and reduced enterprise overtime 4% by forecasting work load versus hours scheduled for each function coupled with forecasted service outcomes

Reduced "Un-Planned Shrinkage" hours 3% through the creation of a weekly report which measured total scheduled hours less productive hours per supervisor to show where hours were being lost and pin pointed areas to focus on

Creation of workflow process that reduced turnaround time on budget adjustments and labor hour transfers from 48 hours to 6-hours, providing next day budget reconciliation

Project Manager, Canadian Market: Cooper Industries September 2008 - June 2009

Provided marketing and operational strategy recommendations based on an analysis of the Canadian Fuse Market to drive customer retention, market share and margin improvement. Developed and implemented a distribution center in Canada to support the emergency fuse market, reduce lead time and transportation costs. Created the stocking strategy, product mix, facility layout, and forecast for manpower and sales volumes. Responsible for performance guarantee calculations including determining methodologies for setting customer rebates and penalties for missed service. Establish internal core competency requirements as minimum training standards for the distribution center.

Results:

Reduced transportation costs $100,000 and labor costs $77,000 through the creation of a new distribution center and reducing the total supply chain

Increased on-time shipping, measured from Customer Requested ship date to date shipped from 86% to 95% through having local stock and improving forecasting customer demand

Reduced Canadian invoicing errors from 20% to 7% through processing them through one accounts receivable center

Reduced Canadian lead time for from 14-days to 2-days

Distribution Center Manager: Cooper Industries May 2007 - September 2008

Manager for the 60,000 square foot distribution center which shipped $250,000 a day and consisting of 40 hourly associates and three salaried staff. Conducted inventory planning and analysis, budget creation and performance reviews. In conjunction with the Regional Sales team, developed a stocking strategy for the facility. Coached employees to work productively and with a sense of urgency and orientation towards a positive customer service. Managed expenses and operating ratios to perform better than prior years, as well as monitored product inventory, reconciled all physical inventory adjustments and minimized slow moving inventory.

Results:

Increased on-time delivery, measured from Customer Requested date to date shipped from 78% to 97% through focus on productivity and workflow

Increased inventory accuracy from 83% to 98% by instituting a cycle count and 5S program

Increased picks per hour from 8 picks per hour to 36 picks per hour resulting in 37% decrease in labor costs through reducing replenishment of pick locations to once a week and Reducing pick lanes from 32 down to 5 pick lanes to reduce travel time.

Implemented a recycling program which nets the facility $24,000 dollars a year in revenue

Black Belt-Transactional Processes: Cooper Industries June 2006 - May 2007

Recommended and drove process improvement opportunities as identified by business leaders in the Corporate Office as well as across the nine business divisions. Served as the subject matter expert for Six Sigma and Lean process improvements and created productivity measurements for the different Cooper business segments. Conducted Lean assessments through the collection and analysis of data and identified barriers or systemic constraints and organized Kaizen events and other process initiatives to address the issues. Mentored and coached Green Belt and Black Belt candidates on their projects. Educated and trained the organization at all levels on Lean Six Sigma principles and methodologies to ensure appropriate utilization in process improvements.

Results:

Designed and implemented a new order entry process across five of Cooper Industries divisions, reducing order entry time from 8-hours upon receipt of order to less than 2-hours. SG&A cost savings, $850,000

Created a new a new legal invoice approval check and approval process resulting in $1m savings in over paying legal fees, $125,000 in software eminence fees that were eliminated and a SG & A reduction of $150,000

Directed and led over 20 kaizen events resulting in $900,000 in cost productivity savings and a 27 day reduction in manufacturing lead time between 13 manufacturing facilities

Six Sigma Black Belt: Cooper Industries November 2005 - June 2006

Directed a variety of complex integrated manufacturing productivity improvement efforts focusing on variable cost and inventory reductions. Lead cross-functional teams in the planning, facilitation, and completion of Six Sigma and Lean manufacturing projects that supported the company's cost reduction objectives. Trained, coached, and challenged process owners in the use of statistical tools, approaches, and techniques to create process management and measurement systems. Preformed operations change management of the departments, plants and division level from non-improvement to a continuous improvement mindset. Improved manufacturing productivity and associated safety through analysis of workflow, space requirements and equipment layout. Facilitated and led Kaizen events.

Results:

Re-configured the shipping process for UPS, LTL and Truck load shipments resulting in a $750,000 labor reduction

5S'd the mechanical production line, reducing the manufacturing foot print by 10,000 square feet and increased on-time delivery by 19%

Created WIP caps/kanbans for the roll mills, reducing inventory by $500,000

Production Supervisor: Cooper Industries September 2004 - November 2005

Managed the day-to-day activities of twenty direct associates, while evaluating processes and striving for continuous improvement of cost, quality and productivity. Reviewed and compiled operations records, such as yield, scrap, productivity and maintenance costs for my departments. Directed the operations and all requisite reporting for compliance with state and federal laws for our site’s the wastewater treatment operation. Prepared and maintained budget for assigned operation.

Results:

Reduced overtime budget by 25%

Increased production on the robotic welder by 30%

Created a finished goods kanban for welded runway, reducing inventory by $300,000

Production Coordinator: Trim Systems LLC June 2002 - July 2004

Directed seventy-five production associates in the manufacture of sub-assemblies, spare parts and finished goods. Motivated and develop skills of subordinates through goal-setting, delegation, training, coaching and performance review. Ensured productivity and material cost goals were met or exceeded. Created and managed a production schedule across a multi-shift environment. Formalized financial documentation to execute sales and created the labor budget. Created training manuals, work instructions, quality and safety guidelines

Area Manager, Shipping: Amazon.com August 2000 - February 2002

Managed and created a production/material schedule and oversaw the efficient movement of materials and finished goods. Preformed project management and cost data collection. Developed systems to track the flow of inventory and finished goods. Tracked and monitored international transportation shipments and ensured export operations were properly documented while managing sixty hourly employees.

EDUCATION

MBA Northeastern University: June 2000

BS Creighton University: May 1998

Six Sigma Black Belt: February 2006

Six Sigma Green Belt: May 2005

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