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Engineer Black Belt

Location:
Hilton Head Island, South Carolina, United States
Salary:
85,000
Posted:
October 04, 2016

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Resume:

Jey Stremel

*** ********* ****. ****** ** *****

***/***/**** acwwj5@r.postjobfree.com

QUALIFICATIONS SUMMARY

SSBB Engineer and Operations Management professional with 25+ years of experience in manufacturing operations. 8 years of Plant Lean Management and Lean Transision Management. Highly experienced in TPS, SPC, House of Lean, Theory of Constraints, Value Stream Mapping, Kaizen, 3P, APQP, PFMEA, DFMEA, Supplier Development and A3 Project Management. Performance in root cause analysis through statistical quality methods in both office and manufacturing environments. Master Black Belt certifications in 2015.

Areas of competences include:

25 years of problem solving using root cause analysis methods and cross functional teamwork.

Proficiency in problem solving using A3, 8D, 5Y’s, Ishikawa (fishbone), and SIPOC exercises.

10 years as a SSBB; Certified by ASQ in statistical analysis and DOE execution to improve plant metrics.

Transitioned 2 separate facilities and cultures into Lean model plants for their respective divisions.

8 years of management experience with both exempt and nonexempt employees.

Very comfortable using Power Point presentations to explain complicated problem solutions to staff and leadership.

PROFESSIONAL HIGHLIGHTS

Lean Engineering Systems Specialist / Master Black Belt

Jul 2014 to Jul 2016

SNF in Riceboro GA. 31323

Used value stream maps and bottleneck analysis to direct resources on priority Kaizens that impacted the company metrics of Safety, Productivity, and Quality. A3 responses for all powder customer complaints.

Lean Engineering Systems Specialist / Master Black Belt

Began to change the existing culture and establish lean indicatives’ in accordance with “Building a Lean Culture” by David Mann.

Develop a “House of Lean and Value Stream Maps” creating a 1, 3, & 5 year company vision to identify the bottleneck processes. Theory of constraints were used to improve production pounds/labor hour 18% in the high volume plants.

Standardize improvement efforts in all 9 powder plants developing work instructions and dropping customer complaints by 50%

50+ Kaizens

2 3P Events

6 VSM events

Plant Lean Systems Manager

Jul 2008 to Jul 2014

Parker Hannifin Corp. in Beaufort SC 29906

Managed DOE activities to find root causes for customer complaints and manufacturing issues. Supervised both exempt and nonexempt employees. This training allowed Parker to develop engaged employees and a Lean Culture.

4 years of providing Green Belt training and preparation for ASQ certification in both SPC and statistical analysis to improve revenue / member hour year after year by 10% +.

DOE leadership and 3P experience to solve quality issues; one of the biggest resulted in 1.2 million dollar savings from Daimler. This resulted in 7 patents; Patent #US 8,608,863 B2.

4 cross functional reports (on 2 month rotations) in past years.

Lead (100+) Kaizen events. Lead or Co-lead (22) 3-P’s

DFMEA training and certification at Ohio State helped in the startup of several new products cutting launch time by 50%

Senior Lean Process Engineer

Parker Hannifin Corp. in Beaufort GA 29906

Mar 2002 to Jul 2008

Reduce waste and downtime in both the office and manufacturing environments. Standard work and process variation improvements were needed to improve safety, quality, and productivity. Direct and facilitate the plant in their directive to become the division Model Lean Facility.

Develop and audit manufacturing processes for the facility. Standard work, and PFMEA/ DFMEA reviews for all manufacturing value streams.

Ergonomics Kaizen trainer for Beaufort and Modesto.

Lead or co-lead Kaizens. 50+ in last 5 years.

Train and Lead (22) 3P events for new product launches and process change management.

Supervisor for 3 production cells that produce products for JD, VOLVO, and Daimler Chrysler

Facility Black Belt mentoring members to become Green Belts.

Champion for Beaufort facility in their visual management journey.

CAT leader for customer complaints 8D and A3 response leader.

Developed Lean model cell and pushed out for facility to get certified for Lean model facility for the Division in 2004.

Senior Lean Manufacturing Engineer

HON AllSteel in Cedartown GA 30125

Apr1998 to Mar 2002

Direct a team of hourly members in hands on Kaizen implementation in all of the 5 focused factories. Transitioned pass through assembly style cells with large amounts of WIP into U-shaped work cells with Kan-Ban, FIFO, and EPEI strategies. Along with single piece flow and 4-block reports the Cedartown facility went from #4 to #c1 in profitability in 3 years

Reengineered equipment layouts from pass through processes into work cell/work share manufacturing techniques for 5 value streams. Eliminated the need for temporary labor force which was 20% of the total work force.

Developed “Kan-Ban” systems that reduced on hand inventory “DSI” by 64% or 1 million dollars in on site inventory holding costs.

TPS champion Leading or co-leading 30+ Kaizen events. Lead 2 major 3P events involving new and existing work cells.

In the first 3 years at the facility we went from the least profitable facility out of 9 sites in our division to #1 increasing profitability by at least 12% each year.

Lead 40+ Kaizens. 6 3P events.

Manufacturing Engineer / Supervisor

IPT Greenfield IN 46140

May1995 to Apr1998

Reduce waste and improve productivity in the machining area. Responsible for scheduling production needs to finish out orders for the day in the production cells producing several products. Identify the areas that needs change over improvements using SMED and EPEI to control finished goods inventory levels

Co-leader for ISO 9000 team certification, standard work and lean fundamentals training leader.

Coordinated the implementation or MP-2 for TPM, and tooling.

Developed standard work document controls systems for 16 work cells. 86 operators, 14 leads, 3 supervisors, and 5 maintenance technicians.

Certifications and procurement of new tools for CNC Makino milling machines increasing tool life by 32% saving 1.2 million dollars annually in operating overhead.

Manufacturing Operations Engineer

May 1987 to May 1995

Ortech Kirksville MO 63501

Travel up to 50% of the time with an engineering team between United States and Japan to evaluate assembly cells for profitability. Develop standard work to train the operators in the United States and list the equipment modification to conform to OSHA standards.

Lead teams of assembly members to Japan to train on assembly processes and assess which assembly process would be most profitable to bring back to the United States for a 50 million dollar startup company.

Developed “Min-Max” inventory levels for component part levels saving 3 million dollars of inventory on hand.

Using JIT techniques to reduce the requirements of material handlers by 50%

Coordinated a SMED system in the press and injection molding departments reducing the changeover times from 1hour and 15min averages to 8min. Enabled and trained departments on how to use EPED (every part every day).

Used MTTF to develop TPM for equipment up time positively impacting OA and SA objectives which improved the P&L.

Lead the ISO9000 certification team

Co-Leader of the Q-1 Ford certification team.

EDUCATIONAL SUMMARY

US Army Tank Commander E6 honorable discharge 1985

NMSU Physics 1987

ASQ Six Sigma Black Belt Certification 2006

University of Michigan Lean Product Process Development Certification 2008

University of Ohio DFMEA Certification 2010

Atlanta Manufacturing Council Master Black Belt 2015

PROFESSIONAL MEMBERSHIPS

ASQ

Lean Manufacturing Professionals

Atlanta Manufacturing Development Group



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