Management Manager
Resume:
Gregory Kent Robinson
Owensboro, Ky 42303
acuahg@r.postjobfree.com
Primary Phone: 270-***-****
Experience
July 2015 – Jan 2016
Outokumpu Stainless USA
Senior Process Engineer
Responsible for implementing process improvements utilizing lean manufacturing techniques.
Feb 2014 – Jun 2015
Aleris RPNA Lewisport
Continuous Improvement Manager tasked with driving Continuous Improvement (CI) activities by the deployment of lean tools and employee engagement and participation. The goal was to promote culture change and bridge the gap between union and management.
Executed the first TPM event that had salary and hourly workers cleaning to detect.
Deployed Visual Process Management at the 3 stand Hot Mill, Reversing Hot Mill, and the Oil Rooms
Oversaw 5S for the Paint Coater Room
Worked with Line Management to produce A3’s for Corrective Actions stemming from Customer Defects
Improved Site Level Daily Management meeting
Created Department and Site Level KPI reporting at Site Level D/M
Implemented Problem Solving at Site Level Daily Management
Successfully led a Finishing Line Safety Kaizen to remove fall hazards resulting from removing Multi Cut Coils from Spindle
Lead by example by doing Safety Observations and attending Safety meetings
Heavily involved in BIP for Cascading KPI’s
Heavily involved in CALP Gap Analysis and Lewisport Initiatives work
Constructed War Room for Lewisport Initiatives
Successfully recruited outstanding CI Leads for my team
January 2007- Jan 2014
Alcoa Inc.
Promoted to Alcoa Inc. Global Rolling Extrusion Asia (GRP) ABS Manager 2010
Responsibilities included coaching, teaching and implementing TPS or ABS methodology that drives value in Alcoa Plants Worldwide
Lean (TPS) coach in four strategic US plants, Alcoa Tennessee, Warrick Indiana, Lancaster PA, and Davenport IA
Lean (TPS) coach in Alcoa’s two Russia plants. Samara Russia and Belaya Kalitva Russia
Responsible for ABS implementation at Alcoa international operations (Asia, Europe, and South America)
Subject matter expert and teacher for Alcoa Business Systems (ABS) methodology at Alcoa’s Center of Excellences’ worldwide including, Davenport IA, Kitts-Green England, Bohai China, Sydney Australia, and Samara Russia
Responsibilities include coaching management on management skills outside of TPS when I see gaps in the organization as well as engaging and empowering the hourly work force
Responsible for developing new training modules and updating previous modules
Developed kaizen approach to implementing Visual Process Management (VPM) with corporate quality group.
Conducted numerous kaizens in Global Rolling Product (GRP) and invited to coach the methodology outside of my business unit.
Received recognition and award from Corporate President and global ABS Director for Process Management work in 2007.
Work with Plant Managers and Plant ABS Managers to perform Value Stream Mapping and develop yearly Strategic A-3’s to deliver business value goals to bottom line.
Co-Developed Best Practice for Visual Process Management and deployed globally across Global Rolling. $12.2M in Projected Savings coming from Decreased Customer Returns and Unplanned Scrap in 2013
SPA for Leader Standard Work and Aged Inventory Best Practices.
May 2005 – December 2006
Alcoa Inc.
Alcoa Operational Management Consulting (AOMC)
Responsibilities included teaching and implementing TPS or ABS methodology in Alcoa Plants
Consulting in Alcoa Tennessee Operations located in Alcoa TN
oPerform Gemba walks with Plant Managers to ensure deeper understanding of the systems we deployed and the waste observed
oCoach TPM implementation and connection to Autonomous Maintenance
oLead Change Agent implementing Daily Management System
oCascade training in 5 day Kaizen Methodology
oCoach / cascade Problem Solving utilizing the scientific method
oCoach / cascade A-3 methodology
oCoach / cascade Standardized Work
oDevelop Job Instruction Sheet which was adopted and used in conjunction with SWI’s and Standard Work
Alcoa Learn-by-doing certified in the 7 Stability Tools including: TPM, Kaizen, Problem Solving, Reward and Recognition, Communication, Daily Management, and Suggestion System
April 2004 – May 2005
Haverstick Consulting, Cincinnati, Ohio
Toyota Production System consulting specialist at the DaimlerChrysler Detroit Axle plant in Detroit, Michigan
Responsibilities included:
Facilitating classroom training for management and hourly personnel on the principles of TPS.
Providing on the job training in the principles of TPS to all personnel
Assisting engineering in the implementation of an andon system as a work instruction and visual tool for the production teams
Adapting TPS principles to work within the framework of a Union environment while maintaining the integrity of the system
Developing the root cause problem solving skills of all personnel through classroom instruction and on the floor exercises
Working with human resources to:
oDevelop and implement Team Leader and Team Member roles and responsibilities
oRemoving all other hourly production job classifications
oPiloting the implementation of a Team Leader role in maintenance
Developing and implementing new role for the production Group Leader
December 2001 – February 2004
Haverstick Consulting, Cincinnati, Ohio
Toyota Production System consulting specialist at the DaimlerChrysler 3.5L engine plant in Kenosha, Wisconsin
Responsibilities included:
Developing eight TPS training modules
Facilitating classroom training for management and hourly personnel on the principles of TPS
Providing on the job training in the principles of TPS to all personnel
Implementing quality check routes and first piece tool change in the five machining lines
Developing gauging and inspection technique for filet rolling process on the crankshaft machining line which reduced processing scrap by 80% in the first three months after implementation
Assisting all machining teams in developing standardized work
Implementing an inventory control system for finished machined product with min/max levels which served as a trigger for problem solving
Facilitating the use of an andon system as a work instruction and visual tool
Adapting the TPS principles to work within the framework of a Union environment while maintaining the integrity of the system
Developing the root cause problem solving skills for all personnel through classroom instruction and on the floor exercises
October 2000 – December 2001
AF Kelly and Associates, Cincinnati, Ohio
Toyota Production System (TPS) project manager at the Tritec Motors four-cylinder engine facility in Curitiba, Brazil
Responsibilities included:
All aspects of TPS implementation as listed in the Kenosha, WI and Detroit, MI experiences
Overcoming the challenge of implementing TPS in a unique manufacturing environment
Adapting to the differences in culture and language to assist in a successful launch of an engine program through the use of TPS
February 1989 – October 2000
Toyota Motor Manufacturing, Georgetown, Kentucky
Hired as a Production Team Member
Promoted to Machining Team Leader
Promoted to Machining Group Leader
Responsibilities and accomplishments included:
Tracking and recording machine tolerance information for the purpose of root cause problem solving to reduce scrap, out of tolerance parts, and machine downtime
Supervising and mentoring team leaders and team members in five different machining lines which resulted in the successful promotion of three team members to team leaders and one team leader to group leader
Lead person on a 5S / Visual Factory model line project which became the standard for the rest of TMMK power train departments
Participant in a SMED (quick tool change) kaizen on a large center less grinder which resulted in a wheel change time reduction from 8 hours to 2 hours
Developing a PM schedule for changing the diamond dressing wheels on eleven grinding operations
Helping to develop and implement a top 5 root cause problem solving board which included safety and ergonomics, tooling, scrap, and machine downtime which was first used throughout TMMK before being presented to Japanese trainers and implemented in machining lines in Toyota plants in Japan
Teaching classes on tooling, tool change procedures, troubleshooting techniques, and root cause problem solving activities to 4 cylinder machining personnel
Working together with maintenance to build and sustain TPM activities for production and maintenance departments
Training
Toyota Production System (TPS) training in Japan in 1998
232 hours of TPS training at Toyota in Georgetown, KY
Excellent references available upon request
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