Six Sigma Black Belt

TORRENCE J. SMITH 832-***-**** (c) **************@*****.***

***** ******* **** *****, *******, TX 77068

https://www.linkedin.com/in/torrencejsmith

• Change agent with 20 years experience helping middle market businesses produce results.

• Flexible problem solver proficient in use of Lean, Theory of Constraints, or Six Sigma techniques.

• As a leader and teacher; coached team members who progressed to become managers.

• Direct experience in the make to order process from initial survey to final product build. Bachelor of Science, Industrial Engineering, United States Military Academy, West Point Lean Certified (Toyota Production), Monomoy Capital Partners Six Sigma Black Belt, American Society of Quality (ASQ) Author, “Job Shop Leaders”

ACCOMPLISHMENTS

General Manager (Houston, TX) Mitsubishi Caterpillar 2014 – Present P&L responsibility for an $18M subsidiary, leading product managers in telematics, data warehousing, and centralized billing. We drive program development via the Agile process across 400+ dealer locations, serving customers like Home Depot, Conway, Ball and International Paper.

Delivered $340k+ OneBill consolidated invoice software application on time and on budget.

Doubled centralized billing capacity by automating the invoice audit process.

Developed $225k centralized dispatch and dealer scorecard on time, $50k under budget, bug free.

Cultivated Conway account resulting in a request for proposal (RFP) for new forklifts. It took more than two years of service work to earn their trust- the account was 95% competitor product. Operations Manager (Houston, TX) Weatherford International 2013 - 2014 Promoted to Operations Manager where I was rated “exceeds expectations”. Led production, quality, product data management and maintenance; focused on fixing costing and lead time issues.

Improved profitability by $2.2M year over year through identification of the “vital few” projects.

Reduced work order Work in Process (WIP) by 50%, which accelerated throughput.

Reduced late orders over 70% by focusing on “full kit”, having all the parts necessary for assembly.

Improved job cost variance by 26% by methodically reviewing orders for errors. Quality Manager (Houston, TX) Weatherford International 2012 - 2013 Recruited to join a turnaround team responsible for a 115+ person, $100M assembly and test facility. We were 500+ orders behind with quality issues. Reworked or scrapped years of reject parts.

Implemented rework work orders reducing rejects from several hundred to less than fifty.

Reduced supplier defects by 3% of lines received, which averaged over 100 lines per day.

Standardized (31) activities including costing, rework, new product launch, and traceability.

Implemented control over sharing of gages with vendors through the use of a check-in and check- out process, gage calibration, and a locked gage crib – creating 100% accountability. Improvement Manager (Huntsville, AL) Heat Transfer Products 2011 – 2012 P&L responsibility on a turnaround team for a 400+ person, $110M make to order HVAC plant owned by Monomoy Capital. The facility was plagued by late orders and excessive cost. Led cost reduction, manpower, 5S, and training. Customers were Carrier, Hill Phoenix, Walmart, Food Lion.

Improved plant efficiency from 72 to 90% by managing production on an hourly basis.

Executed (14) production kaizens resulting in $320,000 annual savings.

Led cost reduction team for $2.2M per year savings in product and engineering expense.

Standardized scheduling across eleven (11) assembly lines with “Cost Standard Hours” Sales Engineer (Cincinnati, OH) Business Systems Inc 2008 – 2011 Designed turnkey material handling for clients like Cargill, Whirlpool, Hill Rom, P&G, and USAF.

Improved operations in 38 client facilities in automotive, tool and die, flavoring, and medical. Sales Engineer (Cincinnati, OH) Bastian Material Handling 2006 – 2008 Identified material flow and labor efficiency improvement projects, for a $90M company. Accounts included Cargill, Behr, Kroger, and Sherwin Williams. Our team was tasked to expand a new territory. I found business, conducted extensive field surveys, and learned to design custom solutions

Improved operations in 32 client plants in automotive, food, and drugs.

Completed Dale Carnegie Course for interpersonal skills. Plant Manager (Cleveland, OH) MCM Industries 2004 – 2005 Profit and loss responsibility for turnaround of a 32 person, $6M automotive “job shop.” Customer orders were 6 months behind. I directed production, engineering, scheduling, and tooling. Customers included Eaton, GE, Delphi, Kubota, MTD, and Fleetguard. Once I identified labor as the bottleneck

(especially setup men), I shifted scheduling to focus on movement of personnel amongst machines- which took us from 6 months behind schedule to 3 months ahead.

Recognized by President for performance.

Reduced inventory 50% by running to order versus running for stock.

Reduced scrap by $25,000 and cut $45,000 in rework through tooling setup improvement.

Freed 6 months capacity and saved $27,000 in labor by loading non-producing machines. Operations Manager (Sandusky, OH) Digital Works 2002 - 2004 Profit and loss responsibility in a 100% make to order environment. I ensured the business had working capital during the post 9-11 recession. I managed estimating, daily cashflow, and sales to customers like Randall Marketing, Hybrid Marketing, BFL Marketing, Cleveland Browns, Ohio Business College, and Marco’s Pizza. We differentiated ourselves by delivering in three days or less

Increased cash flow $7,000 per month by signing 8 new key accounts.

Reduced lead times from 14 days to 3.

Grew profit margins from 50 to 80% through improved material purchasing and order setup.

Improved receivables from 30/60/90 days to next day thru factoring (selling orders to a 3rd party.)

Recruited 54 vendors for services ranging from IT, delivery, paper, ink, to accounting and binding. Quality Supervisor (Sandusky, OH) Delphi Automotive 1999 – 2002 Led eight union inspectors, managed the quality lab, updated control plans and led root cause analysis for a $100M plant. Customers included Nummi, Saturn, GM, F-Car, Corvette, and Toyota. I found several mentors who coached me on the improvement process and tools.

Qualified 64 machines on parts approval process for an experimental truck bearing.

Saved department $90,000 through elimination of the lab 3rd shift.

Audited operator and technician checks daily for 2 high volume and 5 lean product lines.

Trained in standardized work, Plan Do Check Act (PDCA), 5 Why, and Ishikawa diagramming. Quality Engineer (Lexington, KY) Texas Instruments 1997-1999 Managed the customer complaint process which included researching defects and engaging our HVAC customers, which included Caterpillar, Case, Trane, JCI, and Freightliner.

Retained Carrier A/C account w/ detailed corrective action presentation.

Processed 50% more corrective actions and saved $20,000 per year w/ email system.

Led weekly 5 why root cause analysis meetings with engineering, quality, and marketing. Military Experience: Captain, United States Army 1992 – 1997. Learned to teach using the Army’s “task-conditions-standards” approach in a demanding environment Joint Task Force B - Operations Officer Soto Cano Air Base, Honduras. 1996 - 1997 Military Community - Executive Officer, Germany I Staff of 6 1993 -1996 Mechanized Infantry - Platoon Leader, Germany I Staff of 20 1992 – 1993 Technical Skills: JD Edwards, SAP, Cad, Word, Excel, Projects, Visio, Internet Explorer, Minitab. Courses: Professional Buyer/ Planner Development I and II, JD Edwards Overview & Navigation, Dale Carnegie Course, HR for the non HR Manager, InsideOut Coaching, Critical Chain Project Management, Yellow Belt Design for Six Sigma, US Six Sigma Languages: native English speaker who is also fluent in Spanish

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