Continuous Improvement Six Sigma

Eric W. Densmore

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

Columbus, Ohio 43235

614-***-**** **************@*****.***

SUMMARY

An experienced and accomplished Continuous Improvement practitioner in both the transactional and manufacturing arenas. Trained in Lean principles and certified as a Six Sigma Master Black Belt and a Manager of Quality / Organizational Excellence through the American Society for Quality. Proven track record for enthusiastically engaging individuals at all levels of the organization to advance operational efficiencies and personal growth.

Six Sigma methodologies

Lean Process Improvement

Training and Personnel Development

Key Performance Measurement Identification

Strategy Development- Hoshin Kanri

Internal Consulting & Business Guidance

Plant Balanced Score Card Development

Measurement System Analysis/ Data Validation

EXPERIENCE

BOB EVANS FARMS/ BEF FOODS, INC. Sept 2010 to Jan 2017

Senior Director, Lean Six Sigma

The Senior Director of Lean Six Sigma has the responsibility to drive continuous improvement in all areas of the end-to-end Value Stream from scheduling thru distribution. As well this role engaged with specific initiatives/ projects with the Bob Evans Restaurant Team.

Improved multi-plant Overall Equipment Efficiencies from an average of ~60% to 85% significantly reducing plant operating costs

Implemented Lean Training and Six Sigma Green Belt Training and Certification Program

Developed Plant Balanced Score Cards establishing targets for the dimensions of:

oSafety, Quality, Service Delivery, Reliability & Cost

Facilitated (in conjunction is Ohio State University professors) -- Supply Chain Demand Management Kaizen

oMulti-day event comprising cross-functional team of 25 team members

Bob Evans Restaurant FY ’16 Strategic Planning (Hoshin Kanri)

oLed BER senior leadership team through Strategy Development/ Planning to tactics development and subsequent status update report-outs

ORBIS- MENASHA CORPORATION, URBANA, OH July 2009 to Sept 2010

Six Sigma / Continuous Improvement Manager

The Six Sigma/ Continuous Improvement Manager is relied upon to advise, assist and execute on improvement opportunities by employing a variety of Lean and Six Sigma tools. Supports multiple corporate and manufacturing sites.

Developed company-wide Enterprise Excellence program

Created training modules related to Visual Management, Seeing Waste, 5S

Constructed Project Funnel for project identification and rationalization

Mentor to multiple Green Belts at facilities located in 5 states

Lead Kaizen Facilitator:

oShipping Error Reduction, Scrap Elimination, Optimize material flow and efficiencies

2 Eric W. Densmore

BMW FINANCIAL SERVICES, COLUMBUS, OH Jan 2008 to Sept 2009

Process Improvement & Quality Consultant

The Operations Performance Analyst position engages within all areas of the BMW Financial Services organization. Utilized a combination of Six Sigma, Management-By-Fact, and Process Excellence techniques to drive improvement. Initiatives to include:

Development of new Commercial Finance section- Special Assets Group

oInterim Consumer Issues Process Lead

Co-developed & delivered training for 80+ business leaders on Continuous Improvement tools

Mentor to six Black Belt candidates

Commercial Finance lean process optimization

Lead Work Out Facilitator:

oAlphera Credit Decisioning

oCollections End-of-Term

oFee Waiver Reduction

Efficient Dynamics coach for various lines of business

HUNTINGTON NATIONAL BANK, COLUMBUS, OH Jan 2005 to Jan 2008

Quality & Productivity Consultant- Senior

This position assisted various internal Lines-of-Businesses (LOB) with continuous improvement initiatives to include: strategic planning, key performance measurement identification, process improvement proposals, identification & elimination of waste and process flow improvements.

Lead Consultant on the following projects:

Mortgage Third Party Lending Process Improvement – resulted in a 50% cycle-time reduction in the underwriting operations process.

Unified Fund Services, Fund Accounting Process – decreased active databases from 3 to 1.

Commercial Loan Origination System Redesign – successfully reduced underwriting packet from 30 pages to 15.

Huntington Investment Company operations Flow Redesign & Personnel Structure (eight sub-projects) - reduced account set-up time from 12 hours to four. Identified $500,000 in-sourcing opportunity.

Call Center Service Level Variability – led initiative to identify contributors to variability. Implemented solutions.

Direct Bank Fulfillment Cycle Time Reduction – streamlined account opening process from three days to same day.

Quality Management – trained, supported, and coached over 150 Quality Coordinators bank-wide in the development of scorecards and continuous improvement tools.

ORBIS- MENASHA CORPORATION, URBANA, OH 2004 to 2005

Six Sigma/ Continuous Improvement Manager

Responsible for the identification and improvements based on proven continuous improvement tools and techniques such as process mapping, spaghetti diagramming and team focused improvement events. Required the use of data gathering, analysis, improvement, and controlling methods.

Facilitated Kaizen event focusing on tool change reduction and the elimination of waste in the process; targeted decreased set-up time and process sequence.

Optimized plant distribution warehouse for increased floor space and enhanced product flow; gained 15,000 sq. ft. of floor space.

Guided a Value Stream Mapping team that reviewed product/ process flow recognizing nine distinct areas for improvement.

Led various continuous improvement teams throughout the organization.

Facilitated corporate vision and values training in three states.

3 Eric W. Densmore

ORBIS- MENASHA CORPORATION, URBANA, OH 2002 to 2004

Manufacturing Manager

Management responsibilities for 200+ employees in a large injection molding facility overseeing multiple production departments.

Trained and mentored lean manufacturing principles and concepts increasing work flow, visual management, and team models.

Ensured compliance to all internal and ISO 9000 & 14001 quality procedures that led toward favorable audit results.

Identified Key Performance Indicators for manufacturing resulting in the identification of continuous improvement initiatives.

Developed an Overall Operating Efficiency report for production lost time reasons to identify and implement corrective action.

Instrumental in laying out reorganization structure for technical and manufacturing supervisors reducing the number of required supervisors.

Interfaced with corporate headquarters, customer services and outside sales.

Managed to departmental budgets and capital requests.

ORBIS- MENASHA CORPORATION, MENTOR, OH 2000 to 2002

Cell Manager

Management responsibilities for 40+ employees, which included all disciplines of an assembly plant system. Responsible for departmental quality, on time delivery, human resource issues as well as productivity and safety. Through the efforts of the following practices, required manufacturing floor space was decreased from 120,000 sq. ft. to 85,000 sq. ft.:

Lean philosophies were used to accomplish lower inventory and work-in-process (KANBAN).

Increased throughput by practicing one-piece flow to specified output (TAKT Time).

Substantially improved quality by Poke Yoke and Jidoka methods.

Reduced non-valued added activities through the use of KAIZEN disciplines.

Ensured cellular cleanliness and orderliness through 5S activities.

Implemented a pay-for-skills system which improved employee morale while maximizing resources.

SWAGELOK COMPANY, HIGHLAND HEIGHTS, OH 1995 to 2000

Production Supervisor

Supervisory experience in the areas of: packaging, shipping / receiving, and production assembly.

Managerial obligations entail product and equipment troubleshooting, planning for continuous improvement, being first in the organization to implement cellular manufacturing concepts.

Accountable for interviewing applicants, new associate orientation, performance appraisals, wage reviews, coaching and discipline, job assignment scheduling, associate development, ensuring safety and housekeeping requirements, as well as conducting department meetings.

Key interaction with numerous support departments (i.e., Manufacturing Engineering, Technical Service, Personnel Administration) fostering a team environment.

UNITED STATES AIR FORCE 1989 to 1995

Engineering Technician, FE Warren AFB, Wyoming

Responsible for the accuracy and completeness of an estimated 5 million dollars in construction drawings ensuring that they adhere to industry standards.

Directed all personnel assigned to the section.

Primary liaison between the upper-management and engineers and the support section.

4 Eric W. Densmore

EDUCATION

REGIS UNIVERSITY, Denver, CO December 2004

Master of Business Administration (MBA) GPA 3.7/4.0

SOUTHERN ILLINOIS UNIVERSITY, Carbondale, IL May 1994

Bachelor of Science, Industrial Technology

COMMUNITY COLLEGE of the AIR FORCE, Maxwell AFB, AL June 1993

Associates of Applied Science, Construction Technology

AIRMEN LEADERSHIP SCHOOL, FE Warren AFB, WY Feb 1993

Noncommissioned Officer’s Training School - Distinguished Graduate

CERTIFICATIONS/ PROFESSIONAL MEMBERSHIP/ TRAINING

Guest Lecturer at The Ohio State University Undergraduate and Graduate courses

Certified Lean Six Sigma Master Black Belt- Villanova University

Certified Lean Lead Facilitator- Milwaukee School of Engineering (MSOE)

Certified Six Sigma Black Belt- American Society for Quality (ASQ)

Certified Manger of Quality/ Organizational Excellence (ASQ)

Senior Member of American Society for Quality

The George Group/ VPMEP Lean Six Sigma Black Belt Training- Successful completion of 160 hours of classroom training

Six Sigma Black Belt training accelerated course, SigMax Solutions, Milwaukee School of Engineering (MSOE)

Selected for Corporate ‘Vision’ training facilitator, Right Management Consultants

Value Stream Mapping & Value Stream Improvement, CAMP, Inc.

“…to be the best…” Seminar, Swagelok Co.

Swagelok Co. Supervisory Training Program,

Juran Quality Improvement Tools Course, Swagelok Co.

Manufacturing Resource Planning Course- Overview & User Level

Continual on-the-job training on such topics as: sexual harassment, effective communication, team building, company values training, and associate motivation.

Proficient in Microsoft Office applications

REFERENCES

Available on request

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