Kevin Raper

** ****** ***** 731-***-****

Ringgold Ga.30736 acuukr@r.postjobfree.com

SUMMARY

Results producing management career spanning 25 plus years, demonstrating year after year improvements in Safety, Quality, Cost, and Delivery functions. Strong and decisive operations leader with excellent analytical, organizational, team building, and planning skills. Maintain uncompromising focus on high quality standards and bottom-line profit improvements. Championed manufacturing philosophy based on lean/six sigma philosophies, realizing outstanding profit margins

DISTINCTIVE QUALIFICATIONS / TECHNICAL SKILLS

Lean Manufacturing / 5S / Kaizen

Single Minute Exchange of Dies (SMED)

Just in Time (JIT) Material Flow

Project Management

Statistical Process Control

Kan-Ban / Lean Sigma

Team Building

Critical Path Training

Six Sigma Green Belt

Six Sigma Black Belt

Cause Mapping

ISO and QS-9001 Auditor

8D Root Cause Analysis Contract Negotiations

PROFESSIONAL WORK HISTORY

Global Power Chattanooga Tn. 2015 – Present

General Manager – Electrical Solutions

A diversified manufacturing company employing 240 associates and has $45M in annual sales

Direct a workforce of 24 direct and 240 production employees in a Just-In-Time, medium volume production format producing mechanical structures for Siemens, Google, Eaton, Schneider and Peterson. Responsible for P&L, safety, quality, positive employee relations, budgeting, training, ISO 9001 conformance, and production conformance. Implemented DSC (Daily Schedule Control) performance format for supervisors to manage shop floor through lean continuous improvement principles, resulting in immediate improvements in safety, quality, on time delivery and productivity.

Alstom Power Chattanooga Tn. 2006 – 2015

Senior Manufacturing Manager – Boiler Retrofit Division

A diversified global manufacturing company employing 620 associates and has $95M in annual sales

Direct a workforce of 24 direct and 440 production employees and 4 direct and 24 indirect maintenance employees in a Just-In-Time, high volume production format producing power plant replacement components (Headers, Water wall panels, Burner Panels, Super heater panels). Responsible for P&L, safety, quality, positive employee relations (union), budgeting, training, ISO 9001 conformance, and production conformance. Established DSC (Daily Schedule Control) performance format for supervisors to manage shop floor through lean continuous improvement principles, resulting in a turnaround in safety, quality and productivity.

Established and direct monthly safety audits in accordance with plant audit zones. Reduced LTA from 7.47% to 0% by introducing daily (5) minute safety meetings, General Planned Inspections and joint safety committees. Currently at 1865 days without LTA or Recordable.

Direct/Champion implementation of 6s including procedures to be followed based on the 5-core principles. One 6s project to eliminate scrap metal in yard. Project netted $420,000 of profit for company due to scrap sales plus opened up needed material storage.

Directed the efforts of instituting lean principles broadly across the facility, resulting in the overall head count reduction by 180 employees in the past five years. Reduction in head count to overhead has

resulted in $19,500,000 savings annually. In conjunction with the reduced head count in the facility,

also reduced budgeted overtime in 2005 of $3,250,000.00 to 2015 rate of $317,000.

Eaton Corporation Newbern, TN 2005 – 2006 Operations Manager

A division of the fluid power systems (Hydraulic hose) with 290 employees, and annual sales $90M

Directed a workforce of 14 direct and 235 production employees in a Just- In-Time, high volume production format. Facility just purchased by Eaton and had to be totally turned around through restructure and reorganized based on the deteriation of the plant by previous ownership. Through lean principles, the management, machinery and man-power was turned around into a facility that was producing record production in one year.

Directed TPM events, which resulted in production increases of hose manufacturing to record levels. Best footage recorded was 475,000 in 2005. Over one year levels increased from that point to exceeding 695,000 feet. (February 06).

Responsible for safety, quality, positive employee relations (union-free), budgeting (P&L), training, ISO 9001 conformance, and production conformance.

Directed implementation of lean concepts through TPM methodology. Reduced man-hours & overtime rate. Total savings: $240,000 annually

Developed one-piece flow in area through redesign raising the output of employees from 3 feet per minute to 6 feet per minute. Reduced work force from 224 employees in work area to 190: Expected annual cost reduction $1,414,000.

Implemented 5s including procedures to be followed based on the 5-core principles. Achieved and maintained 4s score in 4 months.

Led Kaizen event in point-of-use and bulk wire turns. Reduced cycle time of travel procedures and lowered Days on Hand from 42 to 14 days: $75,000 annual saving through reduction of wire inventory and ordering practices.

Wabtec Corporation Lexington Tn. 2002 – 2005

Production Manager

A division of a manufacturer of heat exchanger, precision cooling equipment for rail, marine, power generation, off road, and industrial applications with yearly sales of $120M, 250 employees, and supplies to John Deere, Caterpillar, Alstom, GE and military vehicles.

Directed team of 8 direct and 30 to 60 union-free production employees – JIT format producing heat exchangers and charged air coolers for power generator sets (John Deere and Cat), rail engines (Alstom and GE) and military vehicles (Bradley fighting vehicle, M-1 tank, and other assorted personal vehicles). All material purchased in raw form and then CNC machined on Fadals, Mori Seki, Amada and Mazak, assembled and finished at in-line paint booth.

Implemented lean concepts. Using TPM reduced man-hours from 87K in 2002 to 46K in 2003. Reduced overtime 6900 hours ($207,000) to 3200 hours ($96,000).

Developed and directed one-piece flow raising output of employees from 3.13 units/person to 6.56 units/person. Reduced 16 employees in work area.

Directed department 5s audits to ensure procedures are being followed based on the 5-core principles. Achieved and maintained 5s scores for last 11 months of employment.

Led Kaizen event in cycle time of press turn-around. Reduced cycle time through change over procedures from 1.5 hours to 7 minutes: $36,000 annual saving through reduction of one employee.

Directed Kaizen event for SMED on CNC machinery. Aligned area into one-piece flow. Allowed for operation of two machines at once. Increased uptime operations on machinery from 60% to 88%.

Developed and directed one-piece flow raising output of employees from 3.13 units/person to 6.56

Kaiser Aluminum Newark Ohio 2001 – 2002

Cast House Manufacturing Manager

A global manufacturer with 60,000 employees’ world wide, and $10B in automotive component sales

Directed a work force of 40 to 60 union employees casting 6” to 20” diameter, multi length secondary hard and soft alloyed, multi-series billets and slab in a re-melt facility.

Successfully increased productivity / man-hours from 110%, to a high of 220%.

Member of ISO/QS-9000 transition team. Achieved certification. Lead Auditor.

Chairman of department CIP- achieved $1,400,000 in savings in various lean projects.

Directed employee Safety & OTJ training, implementation, and documentation.

Directed several Kaizen events resulting in: Reduced charge gathering by 20 minutes/charge. Saved $725K/yr. Recovery improved 81%> 87%. Saved $307K/yr. Reduced cycle time through furnace melt times, off analysis & stir practices from 8.5 hours< 5.5 hours based on charge-to-charge. Saved $480K/yr. Reduced melt loss & dross thermiting to equate to $1M to $2M in annual savings.

Noranda Aluminum New Madrid, Mo 1983 – 2001

Six Sigma Black Belt

Turned the productivity of past 2 assigned areas in Metal Products processing, from rates of 75% & 79% to 103% & 105% all from TQM methodology.

Reduced voltage rates on cells by 15 millivolts; saved $350K annually.

Reduced dross build-up on furnace walls; cost reduction $1,500,000.

Developed bulk silicon purchasing system; saved $225K + 300 hours annually.

All projects were completed using Six Sigma tools. Projects involved teams, of both union and management personnel to design failure modes, and cause and effects diagrams to isolate the problem areas.

Production Manager - 1993-1999

Directed a work force of 40-60 union staff in casting of multiple sized billets, t-bar, slab and 30 ingots in high volume aluminum casting facility.

Managed inventory plus shipping/receiving of raw materials & finished goods including monthly and annual inventories/audits using BAAN system.

Led training, implementation & documentation of all safety & on-the-job training.

Conducted grievance meetings with union employees at the 1st, 2nd, and 3rd steps.

Conducted monthly audits as QS-9000 internal auditor.

EDUCATION

Southeast Missouri State University, Cape Girardeau, MO 1999

B.S. Industrial Management GPA 3.45/4.0

CERTIFICATIONS/TRAINING

Excellence Management Training Course

ISO Transition Committee

CIP/CAT Department Chairman

Niagara School of Management

Six Sigma Green and Black Belt certifications, Six Sigma Academy

Management and Leadership Training

QS-9000 Lead Auditor

Zenger Miller Leadership 2000

Time Based Management (Kaizen)

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