PHILLIP L. HENRY

*** *********** ***** *********, ** 27282

Telephone: 317-***-**** Email: mailto:plhenry@acxyvh@r.postjobfree.com

TECHNICAL DEVELOPMENT ENGINEER / SENIOR INDUSTRIAL ENGINEER

Resourceful, hands-on Senior Engineer and Leader with a proven ability to develop data driven process improvements in discrete manufacturing operations, particularly in the production and assembly of diesel engines and on and off road vehicles. Creative problem solver able to draw upon in-depth knowledge and team expertise to find the best solutions. Dedicated to continuous efficiency improvement, waste elimination, cost reduction and labor optimization using LEAN and Six Sigma principles. Self-directed leader who can build effective working relationships with all organizational levels including union employees, colleagues and senior management.

AREAS OF EXPERTISE

Project Management

Process Improvement

Labor Standards Development

Plant Layout

Cost Reductions

Labor Utilization Analysis

Quality Assurance/Control

Lead Time Reductions

Training and Development

Capital Equipment Justification

Lean Manufacturing

Six Sigma Black Belt

PROFESSIONAL EXPERIENCE

XPO Logistics, High Point, NC

Senior Industrial Engineer 6/27/2016 – Present

Industrial Engineering Support for 13 Facilities in the United States

Key Accomplishments

Developed Picking Cart with DC Power for California facility. Installed packaging sealers, scanners and weigh counting scales on the carts which resulted in significant labor reduction due to reduced walk time. Annual savings was determined to be $47,000 and a 1.1-year payback.

Developed automated anpicking solution for a South Carolina facility. Automated many of the normal picking activities which resulted in a 47% reduction in labor with an annual savings of $580,000 and a 1.4 year payback

ConvaTec Greensboro, NC

Senior Process Engineering Consultant 3/16/2015 – 6/27/2016

Process Engineering Support Multiple Production Lines

Key Accomplishments

Process Engineering responsibilities for New Product Implementation. Managed installation of equipment, Installation Qualification, Operation Qualification and Performance Qualification.

Teleflex Medical, Asheboro, NC

Senior Process Engineer 8/19/2013 – 3/16/2015

Process Engineering Support for nine Packaging Lines

Key Accomplishments

Implemented scheduling process change, which resulted in labor productivity increase of 23.7% over previous quarter.

Reorganized product mix for High Volume Kit Packaging to focus Line 1 on short run lots, leaving remaining two lines to run longer run lots. This activity resulted in a 39.8% reduction in overtime.

Increased productivity resulted in a $2.5M reduction in Raw and Semi-Finished Material inventory.

Gilbarco Veeder-Root, Greensboro, NC 11/07/2011 – 8/19/2013

Manufacturing Engineer 11/07/2011 –8/13/2012

ME/QE support for four gasoline dispenser assembly lines

Key Accomplishments

Designed, implemented, staffed and managed remediation project involving $4,900,000 worth of dispensers. Project ran 7 days per week for 9 weeks and turned suspect dispensers into saleable units. Project completed on schedule with total costs 35% under projection.

Developed assembly process which eliminated three full time associates and lowered remaining labor content by 13%

Responsible for complete day-to-day operation of the assembly department for extended periods.

VAVE Manufacturing Lead 8/13//2012 –8/19/2013

Responsible for implementation of VAVE projects into the various production departments. Developed processes and quality control procedures while working to improve manufacturability.

Key Accomplishments

Implemented process change from parflange to endformed material. Project involved two production departments as well as Purchasing and Material Planning and was accomplished on time.

Implemented and designed process to assemble redesigned dispenser hydraulic system. Process and quality checks instituted identified potential quality issues, which trial runs did not.

Developed and installed automated electronics assembly operation, resulting in $215,000 annual savings with a ten-month payback.

AmeriCold Logistics, LLC, Atlanta, GA 8/9/2010 – 11/07/2011

Corporate Industrial Engineer, Central and Midwest Divisions

Industrial Engineering Support for one-hundred-fifty-four cold storage and logistics facilities in the United States and Canada. Championed Lean techniques, operations research, capacity planning and performance improvements in both union and non-union environments. Responsible for standards development at all sites.

Key Accomplishments

Developed capacity-planning tool for 2,000,000-ft2 frozen food facility with expected increased revenue of $750,000 annually and reduced transportation costs to our customer of $350,000. Project has been replicated to three additional sites with four more in planning.

Developed cross-docking operation for major consumer goods supplier involving facility acquisition, facility layout, equipment acquisition and staffing plan. Project is on schedule and under budget.

Developed and implemented relabeling/repacking process for appetizer customer resulting in increased capacity of 17% at a labor cost reduction of $75,000 annually with no capital investment.

Navistar International Truck and Engine Corporation, Indianapolis, IN 1993 – 4/13/2010

Manufacturing Technical Development Engineer/Senior Industrial Engineer (2000 – 4/13/2010)

Managing increasing responsibilities related to the technical development, engineering processes and duties for the facility as the department was reduced from five to one employee in the last decade. Develop enhancements that result in robust process designs, lower costs, and improved performance relative to schedules and quality. Championed performance improvements through statistical, operations research, engineering and economic data analysis related to production, suppliers and end use customers. Communicate findings and make recommendations to Leadership for projects such as efficiency improvements, assembly line balancing, and capital equipment justifications. Conduct regular team meetings to maintain open communication regarding operational benchmarks, priority management, performance expectations, and labor relations to minimize issues and surprises.

Key Accomplishments

Acted as Lead Industrial Engineer for seven engine start-up programs. Spearheaded efforts to identify and develop improvement plans for constraint operations. Led cross-functional teams in executing remediation plans including cost and timing management.

Developed and implemented an Overall Equipment Effectiveness (OEE) tracking database that identified and eliminated incomplete or poorly designed data collection inputs, and re-defined equipment cycle times to more completely reflect real conditions on the plant floor. As the recognized subject matter expert for OEE, used the process as the foundation for all process improvement initiatives.

Trained Team Leaders, Resource Leaders, Business Team Leaders and Plant Leadership on effective use of available data.

Drove change and inspired a performance-based culture by shifting the daily Engine Assembly Performance Meeting to a data driven performance agenda and establishing a “blame-free zone.” Downtime was decreased and production efficiency increased as team performance improved.

Lead efficiency improvement efforts on 6.0-liter head subassembly, increasing productive capability from 750 to 1,060 cylinder heads per shift using Lean techniques. Used root cause analysis to uncover several issues that were addressed. The fix, which included purchasing two more efficient feeders and repositioning two key placement stations, reduced potential downtime by 50%.

Developed a process to use out-of-specification supplier parts without negatively impacting engine quality that included defining root cause issues, identifying a within-specification work around and developing a trustworthy tracking system, allowing ample time for problem resolution and better utilization of the entire inventory in the supply chain.

Senior Industrial Engineer (1995 - 2000)

Initiated and developed improved labor management processes, including developing labor standards and undertaking regular labor utilization studies to cost effectively optimize performance.

Key Accomplishments

Instituted Line Balancing Techniques for the 7.3, 6.0, and 6.4-liter diesel assembly lines using MTM - 1 based standard data and stopwatch studies. The process allowed the facility to move from inaccurate labor estimating to more accurate data driven planning. Key data points were tracked time per station, time per model and balance time based on particular schedules. The line balance time held to less than 1.5%.

Reduced labor by three operators per shift through proper utilization of available work schedule. Process changes included creating an assigned station, batch scheduling and cross-training sub-assembly operators for low volume engine assembly.

Production Supervisor (1993 - 1995)

Managed the assembly line and Minor Repair department for a UAW plant. Launched the 7.3-liter engine assembly line and developed troubleshooting processes to support improved performance.

Key Accomplishments

Determined repair procedure and developed a repair manual for hot test failures that reduced required hot test failure returns from over 7,000 to less than 500. The manual gave less skilled operators the ability to perform tests, increasing efficiency and quality.

Ultra Wash Services, Indianapolis, IN 1992 - 1995

Owner

Owned and operated a truck fleet service business, including truck and trailer cleaning, oil changes and chassis lubes.

EDUCATION AND TECHNICAL TRAINING

BS/BA, Industrial Relations

Xavier University, Cincinnati, OH

Lean Six Sigma Black Belt

Villanova University, Philadelphia, PA

Lean Manufacturing Techniques

Ford Motor Company

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