R SEAN FERNANDO

*** ****** *****

Kingsport, Tennessee 37664 Email: acvj9w@r.postjobfree.com Cell: 602- 999-4316

SUMMARY

Forward thinking operations leader with proven management and outstanding leadership success with a high engineering aptitude, solid experience in strategic planning, organizational development and employee involvement. An innovative professional with demonstrated results in productivity and profitability developing high performance teams and driving a high performance culture in automotive and industrial manufacturing settings. A successful Lean Practitioner with a high Business Acumen capable of raising the bar and delivering results.

EDUCATION

MBA, Harding University

Bachelor of Science in Aeronautical Engineering Technology with an emphasis in Manufacturing Engineering, Arizona State University

AREAS OF IMPACT

Safety

Operations Management

Visual Factory

Six Sigma

Project Management

PFMEA

Quality Assurance

Operational Excellence

Overall Equipment Effectiveness

Empowerment and Team Building

New Product Launch

Inventory Control

Lean Manufacturing

Strategy Deployment and Leadership

High Volume Low Mix/ Low Volume High Mix

PROFESSIONAL EXPERIENCE

Snap-on Tools

Operations Manager Elizabethton, TN 2012-Present

Provide Leadership and direct all activities to safely engage a workforce of 400 employees with annual budget of $80M (Cost center& flagship hand tools plant, 24-7 Facility) supporting $1.5 Billion in segment sales. Responsible for operational execution for Manufacturing, Materials Management, and Maintenance functions. Drive continuous improvement utilizing Snap-on RCI (Rapid Continuous Improvement) Toolbox. Drive/Plan required activities for capital improvements, Strategy Deployment and KPI management.

Led a 3P safety kaizen event eliminating hand polishing of large ratchets by 75% also increased large ratchet output by 76% and eliminating a shift of production

Directed an improvement of Below Target inventory SKU’s of 58% (209 SKU’s to 86SKU’s per day) at DC in 7 months via focus on planning/scheduling and implementing systematic execution within manufacturing.

Implemented manual OEE (Overall Equipment Effectiveness) system and improved ratchet machining productivity by 9% utilizing RCI toolbox within 10 months

Managed activities yielding a 5 FTE (Full Time Equivalent) improvement on robotic machining cells with focus on engineering and maintenance activities

Eaton Corporation 2005 – 2012

Production Manager Eaton Corporation Electrical, Horseheads, NY

Responsible for operational execution and leadership for an $86M, 24-7 union facility with 270 employees. Strategic Planning and KPI responsibilities to improve delivery and cost metrics. Facilitated kaizen activities to drive continuous improvement utilizing Eaton Business System and Eaton Lean Six Sigma Tools. Supported SIOP activity including driving required activities for capital appropriation.

Directed an improvement in throughput of 40% via the deployment of ELSS tools, employee engagement and participation within 6 months

Supported the implementation of a new ERP system (Oracle) and engaged all support functions including employee training to maximize utilization of the new tool and normalize plant throughput within 3 months

Executed standard work, management by sight tools and daily accountability process to complement Oracle ERP system within 2 months.

Production Manager Eaton Corporation Fluid Power Group, Searcy, AR

Managed and directed all manufacturing activities to safely engage a work force of 380 associates and $128M in annual sales through the leadership and development of 8 manufacturing supervisors in high precision machining and assembly environments. Responsible for Strategic Planning activities, driving continuous improvement utilizing Eaton Business System and Eaton Lean Six Sigma tools, Capital appropriation and new product introduction. Influenced value proposition to customers and sales growth.

Developed, championed and executed project including ADKAR change management process to improve employee to supervisor ratio to 25:1 converting 9 department lead personnel to direct labor opportunities with annualized savings of $1M.

Developed strategic initiative to improve overall Plant On Time Delivery by focusing on largest customer (Motion Industries) and led a cross functional team deploying Daily Delivery QOS process to include daily order review and Root Cause Analysis on missed deliveries yielding an improvement in On Time Delivery of 10% within 11 months.

Conducted make vs. buy analysis and managed outsource project for 32 variations of S8/V8 and V10 valve bodies with annualized cost savings of $400K.

Manufacturing Supervisor

Department Manager for DG Focus Factory and Functional Leader for DG Business Team. Managed manufacturing requirements for Machining and Assembly. Responsible for manufacturing planning function and floor execution. Executed Lean Manufacturing Implementation and generated cost out.

Directed a reduction in department past due sales from $500K to $30K while yielding an increase in On Time Delivery from 72% to 90%, strategically increasing Lean score from 1.42 to 3.37, and yielded a departmental employee engagement score 11% higher than plant average by effectively managing business team and empowering employees within 6 months.

Deployed EBS tools such as Process Maps, VSM and PFMEA via DG boot camp including VRK events and restructured DG4V3 production line yielding an improved production process and Over Time savings of $110K within 10 months.

HEIL Environmental Industries 2002 – 2005

Manufacturing Supervisor Fort Payne, AL

Progressively assumed increasing responsibility within organization managing Paint Facility and Fabrication department simultaneously. Responsible for Lean Manufacturing Implementation, Continuous Improvement, and Cost reduction.

Developed and implemented an electronic Parts Ordering System for fabrication department yielding a reduction in production part lead time from 8.5 days to 5.0 days within 4 months.

Conducted cell based Kaizens, introduced Standard Work and management by sight tools within the paint facility resulting in an overtime reduction of 15% and an increase in department efficiency of 20% in 6 months.

Manufacturing Supervisor Phoenix, AZ

Evaluated Value Stream, Implemented Lean Manufacturing principles and Standard Work within paint facility resulting in a decrease in manpower by 47%, an increase in departmental efficiency by 60%, Impacting a drop in RCV Lead time by 24 hours as well as a reduction in Defects per Unit by 40% and a 43% reduction in paint waste per unit.

Conducted kaizens within the fabrication department and deployed a Kanban System for the ordering of parts yielding a reduction in production part Lead time from 5 days to 2 days within 1 quarter.

Conducted a multi departmental kaizen and developed a new Sub Assembly work cell, yielding a cost savings of $300 per Unit and reduction in mount facility Lead time by 4 hours as well as the Elimination of a work process within the paint facility within 5 months.

TRW AUTOMOTIVE, Mesa, AZ 1995 - 2002

Team Advisor

Provided lean leadership for 40 production operators while focusing on continuous improvement via the deployment of lean methodologies. Awarded 2 certificate of excellence for safety awareness and education. Responsible for 7 Production lines.

Evaluated Stream Lines, work practices, implemented Lean Manufacturing principles and management by sight tools on 5 production lines increasing production levels by 30%, decreased manpower by 35%; decreased utilized floor space by 45%, and Increased Actual Production Uptime of production equipment by 40% within 4 months.

Managed two cross functional customer support business teams: reduced overtime within business teams from 70% to 20% per employee while increasing efficiency by 15% and achieved 100% on time delivery within 1 year.

Conducted on time product launch on 5 product lines and achieved run at rate within 30 days by completing document review and employee education.

Conducted weekly safety reviews and ergonomic evaluations on 6 product lines and implemented 4 safety fixes per line per week for 1 year, increasing safety awareness, reducing injuries, unsafe behavior and OSHA record able rate.

Module Operator

Led production line, conducted daily inventory counts of raw material, gathered Actual Production Uptime Data and attained daily production schedules. Served as Line Support Technician, TPM (Total Productive Maintenance) Coordinator and Line trainer.

CORPORATE TRAINING

Completed over 755 hours of corporate training

Certified Internal QS 9000 Auditor.

Hazardous Communication, RCRA.

Lean Champion

Humantech Ergonomic Training.

Kaizen/ Kanban/ TPM/ Gemba/ Standard Work/ Root Cause Analysis Level 1 and II.

Six Sigma Green Belt

Business process Improvement Facilitator (BPI)

Positive Management Leaderrship

Flex Management Training

Finance for Non Finance Managers

COMPUTER SKILLS

Microsoft Office

Microsoft Visio

Minitab

JD Edwards

Oracle

Mfg Pro

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