Manager Lean Manufacturing
Resume:
Gregory H. Hulen
St. Joseph, MI *****
*******@*****.***
Summary: Very experienced leader in Continuous Improvement and Lean Manufacturing. Over 22 years of progressive responsibilities leading manufacturing operations, engineering, logistics, and maintenance. 5 years as Division Continuous Improvement Leader ($1.5B Division, Tier-1 Automotive). Hands-on experience improving shop floor operations. Skills and experience in lean manufacturing tools with significant implementation. Passion in leading manufacturing, process, and system improvements. Highly effective teaching and motivating staff to achieve goals and objectives through behavioral and system changes.
Major Accomplishments:
Manufacturing
Improved assembly by 138%, saving $3M. Improved machining by 86%, saving $1.5M.
Facilitated over 100 pcs of equipment moves to consolidate manufacturing into countries of destination.
Led Bosch Automotive Americas Division benchmark for 5S work-place organization.
Managed new Toyota Launch with 0 missed shipments and 0 quality incidents over 36 month program.
Reduced production through-put time from 9 days to 6 days.
Won back lost overseas business, from initiative to launch in 7 months.
Engineering
Reduced cycle-time of assembly lines from 10 seconds to 6 seconds per part, saving $2.6M in capital.
Standardized packaging to reduce part numbers by over 80%.
Developed cell manufacturing for machining and testing boiler sections.
Eliminated wax inspection department, saving $360K, and reducing lead-time by >2 days.
Led installation of High Pressure Die Cast cells, and 5-axis CNC’s.
Developed plant-wide Material Flow System for green-field plant.
Other
Six-Sigma Certified Black-Belt.
Milwaukee School of Engineering, Certified Lean Lead Facilitator.
Michigan State University, Professional Coaching Program
Professional Employment:
August 2015 – Great Lakes Metal Stamping, Bridgman MI
Present Quality Manager
Areas of responsibility include: management of quality department, program management, and customer contacts.
Manage daily quality; review inspections, processes, containment, and shipments, to ensure systems are adhered to.
Lead improvements to current systems to improve quality department performance and customer quality.
Lead A3 problem solving for external and internal corrective actions.
Manage customer PPAPs; part layouts, production builds, capability studies, gage R&Rs, and Process Books.
January 2015 – Magna – Cosma Castings, Battle Creek MI
August 2015 Engineering Manager
Responsibilities include: Lead engineering team for launching green field high volume aluminum die cast plant.
Develop equipment standards and requirements, write capital expenditures, manage purchasing and installation of die cast cells, CNC’s, and multiple supporting peripheral equipment.
Manage the design and purchasing of internal and external material handling and dunnage.
Lead material flow implementation.
Manage all aspects of Manufacturing Engineering to assure Operations readiness for customer milestones and launch.
2013 - 2015 IDEX Corporation/Gast Manufacturing, Benton Harbor MI
Value-Stream Manager
Responsibilities include: Full P&L responsible of $20M business of Air Motor design, operations, engineering, and logistics.
Development and daily tracking of daily efficiency measurement. Implementation of Daily Management.
Lead procurement and packaging cost reductions.
New product design, tooling, and launch of new products.
Product design cost improvements.
Lead process improvement events to increase capacity, efficiency, on-time delivery, and safety prevention.
2012 - 2013 ALCOA, LaPorte, IN
Operations Manager
Responsible for wax through casting departments of investment castings. Directly responsible for production personnel, quality engineering, and manufacturing engineering.
Manage staff of 7 exempt and over 200 hourly employees.
Development daily management process to continue to drive continuous improvement.
In-source product to fully utilize existing equipment and processes.
Track and drive internal quality problem solving to reduce down-stream defects.
Manage annual MRO budget of $5.5M.
2010 - 2011 SPX/Weil-McLain, Michigan City, IN
Machining Systems Manager
Managed Operations, Engineering, Production Control, and Maintenance for all machining, testing, and assembly departments of cast iron boiler housings.
Improved productivity from 65% to 76%.
Material flow improvements yielding >90% reduction in WIP
Implemented multiple significant ergonomic improvements in various work cells
1997 - 2010 Robert Bosch LLC, St. Joseph, MI
Manager of Operations and Engineering; 2008 – 2010.
Led all P&L facets of high volume machining and assembly operations, with annual sales of $120M.
Annual Business Planning for Sales, Operations, Capital, Program Mgmt., MRO Spending, and Human Resources.
Directed 7 exempt, 9 non-exempt, and 120 hourly UAW associates.
Financial costing for bidding on new business
Program Manager for all process and product changes from concept through implementation
Operations included; 9 assembly lines, 13 sub-assembly lines, 20+ machining centers.
Manager of Factory Operations; 2002 – 2008.
Responsible for Machining and Assembly departments.
Effectively managed and led team of 9 supervisors and over 260 hourly UAW associates.
Reduced material stored at assembly operations from >5 days to <2 hours.
Saved $240K indirect labor due to stream lining all safe-launch activities
Improved OEE from 40% to 85%, and operator performance from 45% to 90%.
Enforced workplace organization through 5S workshops and daily improvements.
Led defect prevention, standardization procedures, poke-yoke and error proofing workshops.
Business Improvement Coordinator/QS9000 Leader; 2000 – 2002.
Developed, trained, and began implementation of Lean Manufacturing and Continuous Improvement Process.
Led Value-Stream Mapping improvement opportunities and developing future key processes.
Multiple workshops developed and led; process improvement, 5S, change-over, poke-yoke, visual controls, & kanban.
Developed and implemented shop floor metrics for Overall Equipment Effectiveness (OEE).
Managed Quality Systems adherence and improvements for entire plant.
Division Continuous Improvement Leader; 1997 – 2000.
Implemented ‘Lean Model Areas’ in each of 8 manufacturing plants, including Mexico and Brazil through use of Lean Manufacturing Tools.
Leader of Manufacturing Analysis/Continuous Improvement Process initiative throughout North and South Americas.
Facilitated improvement workshops focused on reducing waste in all manufacturing plants to improve efficiency, material flow, equipment utilization, visualization, inventory reduction, and standardization throughout operations.
Developed site leaders in each manufacturing plant to continue the deployment of lean manufacturing.
Education:
Siena Heights College, Adrian MI. Bachelor of Science Degree-Electronic Engineering Technology
Milwaukee School of Engineering. Certified Lean Lead Facilitator
Michigan State University. Personal Development Coaching Program
Robert Bosch ‘Lead Program’. 7 Management Development Modules
Lean Manufacturing personal development and benchmarking
Toyota Production System at NUMMI Automotive Plant in Freemont CA (12 weeks)
Kaizen Institute of America (18 months)
Robert Bosch LLC Internal Consultants in Stuttgart Germany (6 months)
Six-Sigma Operational Excellence Certified Black-Belt
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