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Lean Manufacturing Manager

Location:
Powder Springs, Georgia, United States
Posted:
January 31, 2017

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GLYNN R. MEIENBURG

P.O. Box *** (248) ***-****

Hiram, Ga 30141 acyk3k@r.postjobfree.com

FUTURE POSITIONS

Lean Operations Manager, Lean TPS/Six Sigma Manager

Lean Manufacturing Manager, Quality Manager, Facilities Manager,

SUMMARY

A seasoned manager with 25+ years in production operations and material strategies. Experienced in applying Toyota Production System (TPS) and advanced lean quality manufacturing strategies in plant operations and office environments. Trained in (TPS), General Motors Lean Global Manufacturing System and LM21 Lean Operating Excellence. Skilled in motivating, guiding, coaching, teaching and implementing TPS to production and support personnel in a complex UAW manufacturing environment. Proven record in consistently accomplishing corporate and plant goals by attaining production schedules, exceeding quality expectations, solving process problems and making improvements for a safer work place. Experience includes manufacturing engineering, maintenance, operations management, quality and new product launches with a security clearance. Education includes Six Sigma Black Belt Certification, Toyota Production System (TPS)/NUMMI trained, MBA, Business Operations, BS, Electrical Engineering Technology and Industrial Electrician Certified.

PROFESSIONAL HISTORY

ALCON– Johns Creek, Georgia Feb 2015 to Present

Head Operational Excellence

Identifies, Implements and Coaches with the implementation of TPS and other advanced lean manufacturing strategies distribution and manufacturing facilities. Using daily Gemba walks, Visual Metrics and Management, Flowing Material.

Identify and Implement 7.8 Million dollars of cost savings with a goal of 5.9 million dollars in 2015

Identify and Implement 16.4 Million dollars of cost savings with a goal of 12.7 million dollars in 2016

Trained and Mentored 16 LSS Specialist (green belt) and 2 LSS Expert (black belt) Candidates in 2015

Trained and Mentored 23 LSS Specialist (green belt) and 4 LSS Expert (black belt) Candidates in 2016

Facilitated two GEMBA events and 4 Kaizen Events in 2015

Facilitated two GEMBA events and 7 Kaizen Events in 2016

CHOBANI – Twin Falls, Idaho Dec. 2014 to Feb 2015

Continuous Improvement Manager

Identifies, Implements and Coaches with the implementation of TPS and other advanced lean manufacturing strategies in distribution and manufacturing facilities. Using daily Gemba walks, Visual Metrics and Management, Flowing Material.

Identify and Implement 5.6 Million dollars cost savings for 2015

FLEETPRIDE - Atlanta, Georgia Jun. 2013 to Sep. 2014

Regional Continuous Improvement Manager

Identifies, Implements and Coaches with the implementation of TPS and other advanced lean manufacturing strategies in FleetPride distribution centers, branches and manufacturing facilities. Using daily Gemba walks, Visual Metrics and Management, Flowing Material.

Transformed Axel Line. Improved Quality from 60% to 98% First time Quality, Improved productivity from 50 Axels a day with 22 employees to 150 Axels a day with 12 employees.

GLYNN R. MEIENBURG

LOCKHEED MARTIN - Bethesda, Maryland Oct. 2009 to May 2013

Lean Operational Excellence SME - (2012 – 2013)

Identifies, Implements and Coaches with the implementation of TPS and other advanced lean manufacturing strategies in Lockheed Martin plants. Using daily Gemba walks, Visual Factory of the Future, Heijunka, PDCA and Visual Management.

Performs on site Value Stream Mapping creating Current and Future States with implementation action plans

Transforms Warehouses into flow centers for material kitting operations.

Leads continuous improvements/ kaizen activities and root cause analysis.

Implementation of machine shop product family using TPS principles and visual management.

Lockheed Martin - Fort Worth, Texas

Supplier Collaboration and Development - (2009 to 2012)

Performed on-site Value Stream Mapping workshops with suppliers.

Coached supplies with the implementation of TPS and Visual Management and identified new supply chain strategies using Heijunka and daily Gemba walks to eliminate waste.

Re-architect supply chain to promote a Lean Culture effecting affordability and achieve program rate targets.

Implemented SMED techniques at multiple suppliers to reduce batch size and overall WIP in system.

Coached suppliers in multi-model value stream and TPS thinking by implementing product families to drive down WIP and the implementation of visual management.

Executed Supply Assurance team lead working with suppliers to identify and eliminate systemic issues and reduce part shortages. Suppliers averaged shortage reductions by up to 85%.

Obtained Six Sigma Black Belt Certification

GENERAL MOTORS CORPORATION - Warren Michigan 1985 to 2009

Lean Manufacturing/Material Strategies Technical Integration Expert –TIE - (2006 to 2009)

Received 2008 Chairman’s Award for Implementing Lean Manufacturing/Material Strategies (BOP-4.0)

Developed and Implemented Lean Quality Manufacturing / Material Strategies for future Body Shops Globally

Implemented Lean Manufacturing/Material Strategies with Linear Cell Layout for (Spring Hill and Oshawa)

Implemented Cassette Development for the Delivery of Doors (Lake Orion)

Coached implementation of TPS principles and Lean Material Strategies (Rüsselsheim Germany)

Developed the Global Material Strategy for future Body Shop Projects (GM-LAM Brazil)

General Motors/New United Motor Mfg. Inc. - Fremont, California

Manufacturing Coordinator - (2004 to 2006)

Editor of the General Motors quarterly Insights newsletters which is distributed to all Directors and VP’s.

Utilized Value Stream Mapping at General Motors Arlington Plant on the tire line. Decreased inventory by 15% ($720,000). Decreased overtime hours worked by 50% ($160,000).

Led and Implemented Standardized Work at a “Shingijutus Event” for Pacific Scientific on their SMDC Line. Decreased floor space usage by 25% (250 square feet). Decreased walk time on operations by 64% (45 seconds). Decreased production lead time by 56% (478 seconds). Decreased crew size by 38% (3 people). (2005)

Implemented a Lean Conversion of the SMDC Line at a “Shingijutus Event” for Pacific Scientific. Implemented Cellular arrangement with a 39% reduction in floor space (1549 square feet). Decreased walk time on operations 42%. Implemented Visual Management. (2006)

Obtained GM-GMS Journeyman certificate for the Implementation of Lean Manufacturing Principles.

Studied and Taught Toyota Production System (TPS) and other advanced lien strategies to Toyota Suppliers.

Conducted Value Stream Mapping at Pacific Scientific on the SMDC line. Decreased crew size by 20% (2 people). Implemented visual management.

Conducted 5S activities for a GMTKO office move project decreasing floor space by 50%. Also worked as project manager for the move process in which normal office activities continued the next day.

Led 5S activities for NUMMI’s Body Shop Conveyance department.

Worked in Body Shop Conveyance implementing Automatic Guided Vehicle (AGC) material delivery systems.

GLYNN R. MEIENBURG

Examine and reported on a Strategic Learning Initiative focusing on lean Minomi (material delivery methods).

Obtained Go-Fast Coach Certification which is similar to a one day continues improvement process.

General Motors - Fort Wayne, Indiana

Production Superintendent Chassis Department - (2004 to 2004)

Managed the Chassis Department consisting of 200 hourly team members and 12 salaried production and technical employees.

Organized and managed the Chassis Department problem solving team to reduce J.D. Power customer complaints on vehicle braking. Changed operator standardized work to improve the air purging and brake fluid fill process.

Implemented hourly manpower reductions of 5 percent.

Completed the 2005 Model change activities required for successful model launch.

Implemented Chassis Department Safety and SPQRC Visual Review Boards with weekly Gemba walks with supervisors and team coordinators.

Implemented process changes to eliminate the top five chassis defects found on the final line.

Production Superintendent Body Shop - (2000 to 2004)

Managed the Body Shop Department consisting of 200 hourly team members and 12 salaried production and technical employees.

Implemented GM-GMS Level 3 (SPQRC) Visual Management Boards and conducted weekly salaried meetings (Gemba) walks discussing performance relative to goals which included (PDCA).

Reduced Recordable Injuries within the body shop production organization. Injuries were reduced from 12.46 in 2000 to 4.01 in 2004. This resulted in a 68% decrease in overall recordable injuries over a 4 year period.

Reduced lost time injuries from 2.5 in 2000 to .36 in 2004. Overall lost time injuries decreased by 47% over a 4 year period.

Reduced scrap cost in the body shop from $2.69 to $1.01. This represents a 62% per unit decrease in scrap cost over a 4 year period.

Implemented a Kevlar glove and sleeve policy for all body shop employees touching sheet metal.

Designed and implemented a database to record and track all body shop injuries and countermeasures.

Implemented hourly and salaried head count reductions of 5 percent per year.

Responsible for quality improvements through newly implemented Team Coordinator hourly quality checks.

Responsible for Safety improvements through weekly safety walks with Supervisors and Team Leaders.

Superintendent Manufacturing Engineering - (1999 to 2000)

Managed 14 salaried plant manufacturing engineers.

Directed the installation of a Quality Andon System in General Assembly.

Directed plant floor Y2K software testing and modifications for the year 2000.

Directed conveyor De-Coupling projects for Andon Implementation.

Implemented a Customer Service based Manufacturing Engineering Department improving communication between departments.

Implemented Standardized Project Work for the Manufacturing Engineering Department.

Senior Production Supervisor –Trim - (1998 to 1999)

Supervised 52 hourly production team members.

Set up Trim-1 department for a successful startup and ten week GMT 800 acceleration.

Reduced production product repairs from 85 to 10 per shift.

Coordinated daily production goals and responsibilities and presented this information to the team in a daily morning meeting.

GLYNN R. MEIENBURG

Supervisor Plant Engineering - (1997 to 1999)

Supervised 8 salaried electrical engineers, 8 salaried mechanical engineers and 3 salaried tooling engineers.

Implemented a project tracking and filing system.

Implemented an AutoCAD drawing database and filing system for prints.

Supervised skilled trades during weekends and holidays.

Senior Plant Engineer - (1993 to 1997)

Project Engineer and Manager for the design and installation of a 10 robot sealer cell. Total project cost 4 million dollars. Installed on weekends with no production downtime. Completed at 13% below budget.

Project Engineer and Manager for the replacement of a 68 robot paint system. Installation completed during an 18 month period with in-house skilled trades. Total project cost 13 million dollars. Completed at 8% below budget.

Plant Engineer - (1991 to 1993)

Designed, built and implemented a closed loop fluid flow control system for 68 hydraulic robots using 1 parallel processing computer (Flavors Technology). Total project cost 3 million dollars.

Body Shop Maintenance General Supervisor - (1991 to 1991)

Supervised 6 salaried Body Shop Maintenance Supervisors and 74 hourly skilled trades on second shift.

Coordinated weekend work assignments and daily preventive maintenance assignments.

Body Shop Maintenance Supervisor - (1989 to 1991)

Supervised 74 hourly skilled trades.

Created weekend work assignments and daily preventative maintenance assignments.

Paint Shop Maintenance Supervisor - (1988 to 1989)

Supervised 68 hourly skilled trades.

Created weekend work assignments and daily preventative maintenance assignments.

Body Shop Manufacturing Engineer - (1987 to 1988)

Developed weld schedules for welding equipment.

Programmed welding robots.

Associate Plant Engineer - (1985 to 1987)

Wrote and evaluated equipment specifications and bids.

Directed and coordinated contractor activities during plant construction.

Directed hourly employees and contractors during plant startup activities.

Designed and installed a 9 robot sealer cell.

Set up all maintenance work areas.

TOKHEIM CORPORATION – Fort Wayne, Indiana 1979 to 1985

Journeyman Electrician

Maintained and repaired all electrical NC CNC equipment.

Constructed wiring systems for buildings and grounds.

Constructed wiring of new buildings

EDUCATION

Lockheed Martin Six Sigma Black Belt Fort Worth, Texas, February 2011

Toyota Production System (TPS) at NUMMI Fremont California 2004-2006

MBA, Business Operations, Indiana University at Fort Wayne, Indiana, December 1995

BS, Electrical Engineering Technology, Purdue University at Fort Wayne, Indiana, May 1989

Private Pilot Instrument Rating, Fort Wayne International Airport, March 1992

Industrial Electrician Apprenticeship, Tokheim Corporation, March 1983



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