Engineer Project
Resume:
Mark A. Spencer
**** **** *** ***** *** *** – Memphis TN 38115 – T. 870-***-**** – acvpha@r.postjobfree.com
Summary of Experience:
** ***** ** ********** ** Continuous Improvement, Lean Manufacturing, Six Sigma Black Belt training, Capital Expenditure management, Machine Shop Management, efficiency analysis, cost negotiation and reduction. Trained in Phillip Crosby quality system and responsible for implementation and maintenance of QS 9000 system. Certified QS9000 internal auditor, statistical process control, kaizen, scrap reduction, FMEA, DOE, Root Cause Analysis and associated Six Sigma initiatives. Proficient with MS Office and AutoCAD Lite, Some training and experience in MS Project, pneumatics and hydraulics logic layout, work cell layout, machine design and value stream process mapping.
Areas of Experience:
Lean Manufacturing Six Sigma Black Belt Trained Continuous Improvement
Total Quality Management Production Systems Production Scheduling
Capital Expenditure Management Project Management Quality Control
Closed Cell Rubber Extrusion E.I. Leadership Contract Negotiations
Closed Cell Plastic Extrusion Inventory Control Customer Relations
Vendor Relations Personnel Training Expense Control
Machine Design 2D AutoCAD Lite
Education:
Argosy University
M.S.M. Degree in Management Feb 2012
Arkansas State University
B.S. Degree in Manufacturing and Industrial Technologies Aug 2004
East Arkansas Community College
A.A.S. Degree in Drafting and Design May 1978
Six Sigma Academy / American Society of Quality
Six Sigma Black Belt training March 2011
University of Wisconsin
Continuing engineering education in Rubber Extrusion Technology Feb 1998
Fluid and Hydraulics in Memphis, TN
Certification in Pneumatics and Hydraulics, FMEA, & Crosby Quality Systems 1990
Halstead/RBX
Trained in the following areas in my position as an Internal Auditor: 1977-2002
DuPont S.T.O.P. Safety Training
Project Management
Manufacturing Process Control
Professional History:
A.L.P. Lighting, Inc., Olive Branch, MS 10/2013 - 4/2016
Process Engineer
Left due to: Philosophical Reasons: Working hours grew making it difficult to achieve a healthy work/life balance.
Ashley Furniture Industries, Ecru, MS
Manufacturing Engineer 3/2012 - 6/2013
Left due to: Corporate Downsizing, they cut the whole Process Improvement department of 4 people.
Smith & Nephew Orthopedics, Memphis, TN
Sr. Manufacturing Engineer 4/2010 - 2/2011
Left due to: Temp. Contract completed and to devote more time to my Masters.
Emerson Electric Motors, Paragould, AR
Sr. Manufacturing Engineer 5/2007 - 3/2010
Left due to: Temp. Corporate Downsizing
Exide Technologies, Fort Smith, Arkansas
Process Engineer 4/2005 - 6/2007
Left due to: Improved Opportunity
Halstead Industries / RBX, Colt, AR 1977 - 2002
Sr. Design Draftsman, Machine Shop Manager, Engineering Manager
I’ve had 3 progressive positions over 20 years of employment
Reason for leaving: Plant closed
Professional Accomplishments:
A.L.P. Lighting Components: 2013 - 2016
Product: Thermoformed lenses and Flat sheet cut to specific dim.
Situation: Increased Production of Ultrasonic welding of lens guards.
Action: Laid out a jig which would hold the lens guards snug though the welding process with a pivoting hold down bar to maintain a snug fit.
Results: We increased parts/hour or (PPH), from six (6) PPH to 10 PPH, a 40% production increase.
TIME FRAME OF PROJECT: 4/12/14 TO 6/15/14.
A.L.P. Lighting Components: 2013 - 2016:
Product: Thermoformed lenses and Flat sheet cut to specific dim.
Situation: It takes eight (8) hrs. to change tools from one part no. to another tool.
Action: We replaced the piano hinge with larger machined hinges with pull pins for separating the top from the bottom tool.
Results: This alteration reduced an eight (8) hour change over to two (2) hours, which is a 60% time reduction.
TIME FRAME OF PROJECT: 6/15 – 8/15.
A.L.P. Lighting Components: 2013 - 2016:
Product: Thermoformed lenses and Flat sheet cut to specific dim.
Situation: We have cutting fixtures mounted to a robotic router base for trimming. The CNC router was programed to repeat its program precisely. Techs were manually setting every cut fixture using a tape measure. This method took six (6) hours to set up precisely to one (1) hour using the new method.
Action: Applied a Lean Manufacturing technique known as S.M.E.D. Purchased high precision female locking cylinders which mated with male cone adaptors which held everything accurately. Overall we cut change overs from 6hr to 1hr. A 5hr reduction was made.
TIME FRAME OF PROJECT: 11/15 – 3/16.
A.L.P. Lighting Components: 2013 - 2016
Product: Thermoformed lenses and Flat sheet cut to specific dim.
Project: Reduce plastic regrind 10%.
Action: Developed & installed a system which held a platen that eliminated side to side tool motion.
Result: Elimination of a wobble in the tool as it was extended into forming sheet. A conservative 20% regrind reduction.
TIME FRAME OF PROJECT: 5/15 - 9/15.
Emerson Electric Motors: 2008 -2010
Product: Fractional horsepower motors
Situation: We were using excess labor costs in a process for a customer (Whirlpool).
Action: Led a Kaizen project that married two processes, eliminating W.I.P. and created a one piece flow. Results: Labor cost savings of $50,000
TIME FRAME OF PROJECT: 2/17 - 9/30.
Emerson Electric Motors: 2008 -2010
Product: Fractional horsepower motors
Situation: Whirlpool was dissatisfied with the quality of our washing machine motors.
Action: Determined the root cause of wire winding defect. I called the OEM in to verify. Capital expenditure cost of $60,000 for tooling replacement.
Result: Ordered all new major tooling and we achieved a cost savings of $190,000.
TIME FRAME OF PROJECT: 11/3 – 2/24.
Excide Technologies 2005 - 2007
Product: Industrial batteries
Situation: Production of non-conforming stored energy cells.
Action: Utilized Six Sigma Methodology to lead a Kaizen event where we located the two key spots that contributed to bent plates. We lowered the entry guides and tapered the exit end of the sinking station.
Results: We reduced the scrap rate by 71% in all lead/acid batteries
TIME FRAME OF PROJECT: 7/16 - 8/7.
Excide Technologies 2005 - 2007
Product: Industrial batteries
Situation: I was in charge of the installation, troubleshooting, maintenance and production of a Timeline lead oxide plate stacker.
Action: Facilitation and installation of TEKMAX TIMELine machine.
Results: Increased initial production rate over 200%. (4125 cells to10005 cells/MO).
TIME FRAME OF PROJECT: 3/4 to 4 /15.
Excide Technologies 2005 - 2007
Product: Industrial batteries
Problem: Employees were fatigued from loading 4800lbs of lead grids per shift.
Action: I developed stackable stands which could be stacked with a forklift until we had 6 layers of grids.
Result: This project eliminated 18 employees from manually lifting 4,800 lbs./shift which also eliminated a safety hazard as well as costly back injuries.
SAFETY KAIZEN PROJECT: 6/4 – 7/12.
Excide Technologies 2005 - 2007
Product: Industrial batteries
Problem: Health hazard, blood lead levels were increasing above the O.S.H.A. health and safety level.
Action: Introduced a process change which removed the major reason for lead oxide air born dust.
Result: Lead oxide air born levels were reduced by 85%.
TIME FRAME OF PROJECT:9/20 – 10/17.
Excide Technologies 2005 - 2007
Product: Industrial batteries
Situation: The need to increase P.P.H. in an effort to reduce cost to our customers.
Action: Purchased mfg. aids to reduce process steps.
Result: We increase parts per/hr. per/employee (P.P.H.) from 160 P.P.H. to 276 P.P.H. over 100% increase.
TIME FRAME OF PROJECT
Excide Technologies 2005 - 2007
Product: Industrial batteries
Problem: Process working table top layout was laid out inefficiently.
Action: Time studied, designed the work flow, built a special table and retrained employees.
Result: P.P.H. increased from 70 P.P.H. to 190 P.P.H. over 200% increase.
TIME FRAME OF PROJECT:10/12 – 10/25
Halstead/Rubetex 1978 - 2004
Product: Closed cell Rubber and Plastic Extrusion – Sheet as well as Tubing
Problem: Couldn’t meet our production demands
Action: Designed & developed a “Mill Slitter”. This slitter allowed us to strip 4 strips instead of 2.
Result: Increase capacity and sales by $756,000.
Halstead/Rubetex 1978 - 2004
Product: Closed cell Rubber and Plastic Extrusion – Sheet as well Tubing
Problem: DCH tubing was too labor intensive.
Action: I designed, developed and implemented a machine that installed the core inside the tubing.
Result: We reduced labor cost by $180,000.
Halstead/Rubetex 1978 - 2004
Product: Closed cell Rubber and Plastic Extrusion – Sheet as well Tubing
Problem: Customer threatening to cancel us as a supplier.
Action: Formed and led the team through the Six Sigma Black Belt Methodology, we determined the problem to be process stretch.
Results: We realized a scrap saving of $118,000 and retained our customer.
Halstead/Rubetex 1978 - 2004
Product: Closed cell Rubber and Plastic Extrusion – Sheet as well Tubing
Situation: Customer complaints and internal reject rate was too high.
Action: Analyzed and determined our feeding system was varying puller speed allowing slip to occur. I procured a touch-less dancer control which eliminated tubing slippage.
Results: We retained our customer and increased customer satisfaction.
Halstead/Rubetex 1978-2004
Product: Closed cell Rubber and Plastic Extrusion – Sheet as well Tubing
Situation: Loss of process oil inventories
Action: I calculated and verified the correct volume of oil and determined it to be a faulty pump valve and replaced it.
Results: A drastic inventory improvement.@$1.3lb./batch * 40 batches/shift * three shifts * 250 days = $39,000 inventory adjustment/YR.
Mark Spencer Resume 2016
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