Austin Monroe

**** ******** **.

Tupelo, MS *****

662-***-****

actq2w@r.postjobfree.com

Objective: To gain challenging employment, utilizing and building upon previous study and use of the Toyota Production System’s tools and principles as well as finishing my Six Sigma Green Belt and learning about more technologically intensive processes

Education: Mississippi State University, B.A. English, Magna Cum Laude, May 2003; GPA 3.8; finished through sophomore year in Chemical Engineering

Employment:

8/14 – 1/16 Quality Systems Coordinator, Blue Springs Metals, Blue Springs, MS

• Responsible for maintaining and improving Quality Management System, achieving initial ISO 9001 and TS 16949 certifications and passing one surveillance audit to maintain certification

• Managed corrective action system for internal issues and customer complaints, performing root cause analyses, generating countermeasures, and measuring effectiveness of implemented countermeasures

• Achieved a 42% reduction in the number of customer complaints from 2014 to 2015

• Performed internal audits in all areas of the plant to ensure compliance to the ISO/TS 16949 Standard

• Maintained responsibility for calibrating all gages and performing MSA studies on gages

• Led APQP and SQAM teams, improving PFMEAs, Control Plans, and review/communication of customer requirements

• Received extensive training on APQP, MSA, PPAP, ISO/TS Standard, and Internal Audits

• Controlled all Quality Documents, revising and improving quality procedures and quality systems work instructions

• Conducted and submitted PPAPs upon customer request

• Coordinated regular work instruction reviews with group leaders and upper management for all departments and processes in plant, then communicating changes and training throughout the organization

• Performed quality training for all new hires on Day 2 orientation and numerous training sessions for team members on Quality Awareness, Gages, Kaizen, TPS, and SPC; Held weekly Root Cause Analysis training for group leaders

• Along with plant General Manager, developed and implemented Team Member Kaizen Incentive Program

• Measured and tracked all quality KPIs – PPMs by customer, metric tons of material shipped per customer complaint, defect tracking – identifying and addressing any negative trends

• Scheduled and prepared yearly Management Review and generated action plan for year as output of Management Review

• Analyzed customer satisfaction through review of customer scorecards, performing yearly customer satisfaction survey, and monitoring on-time delivery performance; taking follow-up action whenever necessary

• Conducted weekly SPC analysis on data gathered from all calibrated gage quality gates

7/12 – 3/14 Injection Molding Production Specialist, Diversity-Vuteq, New Albany, MS

• Supervised 64 hourly employees, coaching team leaders and team members toward achieving production, quality, and kaizen goals and objectives

• Inspected parts to verify conformance to specifications and directed set-ups, adjustments, and scheduled changeovers of machines and tools based on inventory requirements/customer demand

• Reviewed and prepared production schedules based on customer demand and estimated worker hour requirements for completion of job assignments

• Assigned shift work to process technicians, documenting all services such as mold changes, mold cleaning/PMs, and troubleshooting during runs to not only fix exigent problems but also to identify opportunities for Kaizen and countermeasures

• Followed company procedures to monitor scrap, quality standards, productivity (OEE), machine capacity, and PPM to ensure we met or exceeded Hoshin/policy deployment goals and objectives

• Generated measures to reduce waste/improve and to yokoten production methods, equipment performance, quality, productivity, scrap reduction, changeover reduction, and material flow

• Maximized uptime through standardized PMs on general equipment and injection machines, studied machine capacity using Theory of Constraints and Statistical Process Control, adjusting tooling schedules and increasing throughput by identifying and reducing waste which in turn allowed us to speed up machines/processes

• Analyzed and resolved HR issues by listening and trying to always strive for common sense consensus between all involved parties, always aiming to over communicate expectations and consequences rather than under communicate

• Maintained/analyzed production reports, performing root cause analysis (5 Why, A3, fishbone diagrams, PDCA, etc.) and implementing hard countermeasures to reduce waste and variation in all injection processes

• Consulted with engineering and design personnel relative to ECIs and major model changes (626A to 150A major model change launch), participating in all level of trials up to and through ramp up of new 2014 Corolla model, modifying machines, poka-yokes, generating least waste SWIs and Part Quality Standards documents to improve production efficiency and quality of production, developing new cell layouts and material flow, designing layout of component racks (capacity and flow), and training team leaders and team members on new process SWIs and quality standards during trials through ramp-up to full production

• Ensured proper handover of production to the following shift specialist by using our pre-shift readiness/Green Light Meeting Board – actually made Green Light Meeting/Production Control Board for Injection Molding Department board along with many other types of signage to improve visual management

• Assisted in getting ISO 14001 and TS 16949 certifications

3/12 – 7/12 Team Member, Diversity-Vuteq, Blue Springs, MS

• Worked in chassis/underbody area on the hardest processes in the D-V section of the plant, learning all 6 processes in Minomi and 7 in Sequence – never shut the Toyota line down, practiced good 5S, and constantly thought about improving flow, quality, reducing waste

8/11 – 3/12 Pasta Chef, Oxford University Club, Oxford, MS

• Part-time work while working on M.A. in Journalism concurrently

2/11 – 8/11 Technician Manager, Southern Imprints Tile and Grout Cleaning, Oxford, MS

• Supervised jobs to ensure the quality of work met or exceeded customer expectations

• Prospected for new residential and commercial business, conducting demonstrations of equipment and services

• Part-time work while working on M.A. in Journalism concurrently

6/09 – 2/11 Cook, Ajax Diner, Oxford, MS

• Part-time work while working on M.A. in Journalism concurrently

11/08 – 3/09 Tax Preparer/Law Clerk, John Winkler, P.A., Jacksonville, FL

• Gathered the requisite documents for filing tax returns and prepared tax returns for individuals and businesses

7/08 – 11/08 Campaign Manager, John Winkler for Clerk of Courts Campaign, Jacksonville, FL

• Managed daily campaign operations – from ordering yard signs to directing volunteer efforts

• Edited all external campaign communications such as press releases, TV and radio ad content, direct mail pieces, and fundraising letters, helping develop campaign message/plan

3/08 – 7/08 Deputy Communications Director, Jay McGovern for Congress Campaign, Jacksonville, FL

• Coordinated research and issue development teams, directed and managed Letters to the Editor campaign, recruited writers to help in needed areas, and served as primary editor for the campaign’s communications

11/06 – 2/08 Territory Sales Manager, MTD/Cub Cadet, Jacksonville, FL

• Maintained and grew existing independent retail, full line accounts in North Florida and Coastal Georgia, serving as the main, responsible point of contact between MTD and the equipment dealers

• Prospected for new business in areas where additional retailers were needed, setting up five new dealers across the territory

• Aided dealers in controlling their inventory levels by recommending orders and keeping a close watch on their inventory/floor plan accounts, increasing dealers’ net margins by advising them on how to fully utilize the company’s general sales programs and any seasonal sales promotions

• Communicated any product changes or engineering changes to retail dealers, answering questions and helping service managers troubleshoot major technical issues

11/05 – 11/06 Assembly Team Leader, MTD/Cub Cadet, Brownsville, TN

• Managed assembly line consisting of 63 hourly employees who performed final assembly on the 2500/3000 Series Cub Cadet Garden Tractors, including 4 group leaders who were each responsible for of the line

• Bore primary responsibility for maintaining, updating, and improving standard work instructions by performing time studies to identify work imbalances to eliminate waste and variation at fluctuating levels of customer demand

• Analyzed causes of downtime and quality problems using root cause analysis and issuing corrective actions which addressed the root cause of the problem and provided meaningful solutions/countermeasures

• Realized productivity gains measuring 39% in downtime reduction and 30% reduction of man-hours per unit when compared to the previous production season

• Helped launch the 2500 Series assembly line, resolving issues related to quality defects, material flow, and assembly downtime as the season progressed using TPS tools and often SPC

• Directed all affected employees in implementing quick changeovers

• Improved pull system for more efficient delivery of fabricated and purchased parts to the assembly line

3/04 – 11/05 Continuous Improvement Engineer, MTD/Cub Cadet, Brownsville, TN

• Learned and used tools and principles of the Toyota Production System to identify and eliminate waste and variation in wide ranging internal plant processes, improving Standardized Work Instructions and quality documents

• Served on 17 Rapid Improvement Events, leading 12 of them, mostly in the Brownsville plant but also at MTD Leitchfield, KY, Martin, TN, and Tupelo, MS, facilities

• Performed RIE Sustain Audits at regular intervals to help ensure any process improvements implemented by the RIE teams were being sustained

• Led training of lean event team members during RIE kickoff sessions on Basics of Lean Manufacturing and in more specific areas such as Standardized Work, identification and elimination of Muda, Root Cause Analysis and Countermeasures, Flow, Pull Systems, Single Minute Exchange of Dies, 5S, Visual Management, Changeover Reduction, and TPM

• Generated various forms of signage to increase visual management and ease of 5S standardization throughout plant

• Received training in Six Sigma for use in stabilizing/fine tuning fabrication and production processes

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