Name: John Ryan DUAL US/Irish Citizenship

Address: **** ********* ***. *** *****. Mi. 48108.

E-Mail: acyuux@r.postjobfree.com

Education:

**** ******** ********* ** **********. Degree in professional coaching.

2010 RJG Master moulder I and II.

1989 / 1990 Warwick University, UK. M.B.A. Marketing and Management

1988 / 1989 Birmingham University, UK. M.Sc. in Industrial Management

1984 /1987 North London University, UK. B’eng in Plastics Engineering.

Professional interest: To develop “smart manufacturing systems”, starting with Injection molding.

Using a Precision Time Protocol Network, use Artificial Machine Intelligence to contextualise information from smart sensors running on Edge computing systems. Move relevant Meta data to a server on an “exception basis”, to reduce traffic. Merge individual meta data streams and search for production value drivers. Apply Unique Device Identification to all parts, (UDI), and retain a record of each of its process steps to allow for serialisation and further IIOT integration.

This approach delivers Machine condition monitoring and predictive maintenance. The end goal is “lights out” manufacturing with no human interaction on the production floor. Finally, extend this approach to other manufacturing processes.

Work Experience:

June 2015 to present:

Johnson & Johnson: (Contract), Smart moulding systems engineer.

J&J’s World Wide Automation centre of excellence, ACoE, University of Limerick campus, Ireland.

Developed a Factory 4.0 enabled, ultra-small footprint, modular injection moulding machine for use in plug and play, “lights out” production facilities. The project aim is to eliminate the involvement of human interaction with process development and on-going maintenance. This project involved working with machine OEM’s, cavity pressure system vendors, tooling system providers, 3rd level institutions and specialist artificial intelligence process monitoring vendors. Using cavity pressure sensors, exquisite control of both the injection and clamp was obtained allowing for the moulding of 50Ton part on a 30Ton press.

Developed ultrasonic moulding processes to manufacture ultra-small moulded parts, (0.02g).

Validated a full suite of injection mould tooling for the manufacture of contact lens, (Front curve, base curve, primary package). Work to micron level precision for parts that have a three second cycle time on 32 cavity tooling.

Worked with tooling vendors to improve balance of fill, process induced viscosity variation, cooling optimisation and process monitoring.

Developed low cost smart sensor systems for use in injection moulds.

Developed a trouble shooting, root cause analysis system for injection moulding systems without embedded sensor technology.

Sept 2014 to May 2015: Plastic Pressure, (my own company), and Team Horizon. Molding systems engineer.

Developed a web based molding process capability measuring system. This system is based on “scientific molding” principals and serves as a training tool for technicians and engineers. The system serves as a maintenance record for press capability during service life.

Developed a design for manufacturing, (DFM), & moldflow supplier network for Tyco Fire & Safety Cork.

Worked on the development of Tyco’s Global tooling specs for their diversified supplier base.

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June 2010 to Sept 2014. RJG General Manager for UK and Ireland.

Manage RJG’s business development for UK and Ireland.

Developed the entity into a profitable business within 2 years.

Developed RJG’s market in these countries for both injection molding training and cavity pressure control systems.

Work with FDA molding customers to optimise tooling and press validations.

Develop training programs for both engineers and technicians in Scientific molding principles.

Work with customers to evaluate the process capabilities of their current fleet of injection molding press’s.

Consulted with customers to root cause molding issues using monitoring equipment.

Subject matter expert in molding process development and Validation.

Mar 09 – June 10. Energy and process improvement contractor.

Developed a business optimising energy usage based on the implementation of lean principals for small business’s.

Worked at Wood Print Craft printing as a contract engineer implementing lean principals and energy reduction systems. VSD’s, low energy PIR actuated lighting, zone heating, revised plant layouts, kanbans, JIT, yellow belt team exercises, etc.

Aug06 to Mar09; Molex Shannon; Process improvement supervisor.

Originally worked within the Molding department on process improvements. Was given similar responsibility for the metal stamping department. This facilitated a “value stream” view on process improvement as material flows from one department to another.

Rolled out the IS393 energy management program for the injection molding area. Reduced the Kwh consumption by 30% through careful management of energy input to minimise Kwh/kg costs. Various areas for savings include, compressed air, chilled water, molding cycle process improvements, IMM barrel insulation.

As project implementation leader; received the FY07, Molex world wide best in class award for a six sigma project, “Sort cost reduction”. Sort costs for moulded parts reduced from over €650K/yr to under €40k/yr over a period of 2 yrs. This recognition was gained through implementing the following.

-Introduced a full scale Cavity Pressure Control, (CPC), and Manufacturing Information system in the molding area.

-Eliminated short shots as a customer complaint for all tools sensored with CPC.

May 02 to July 06: J.J. Ryan's, Nenagh Co. Tipperary.

Managed my family's business of Undertaking, Public house, Florist and Taxi service

Dec. ‘99 –May ’02: Pcubed, Ann Arbor Michigan, USA. Project Management Consultant/Engineering supervisor within Ford.

Provided consulting program management services to Ford Motor Company.

Section supervisor for seven engine program development engineers. Developed program templates within the Ford engine development and calibration departments.

Liaised with department heads to provide regular weekly reports on project status. Ensured all stakeholders were aware of

their responsibilities to each other and provided a central point for communications between stakeholders. Developed work arounds for project roadblocks. All projects involved co-ordination of multiple engineering departments in the US, Canada and the UK. Projects involved the co-ordination of hundreds of engineers and upwards of 10 distinct engineering / production / testing departments within Ford. Each project followed a rigid project management methodology developed by Ford and then tailored to the particular complexity level of a project. This included kick off meetings, chartering sessions, project specification development, planning sessions with each stakeholder, responsibly agreement meetings, development of statements of work, budgeting agreements and full project roll outs.

Ford Motor Company, Dearborn & Saline Mi.

Project Engineer (Apr. to Dec. ’99)

Project engineer in charge of localising an automotive dashboard production line for the Brazilian version of the Citroen motor company's Picasso minivan into Brazil. Responsibilities included liaison between the French product design house, Canadian tooling vendor and Brazilian manufacturing facility. Also involved with material selection, vendor selection, tooling prove out and developing the Brazilian manufacturing process using Lean Manufacturing principals. Involved with the development of laser cutting/etching of seamless airbags.

Regional JIT Plant Project Manager (Aug. ’98 to Apr. ’99)

Project cost controller for major plant developments within the Ford/Visteon plastics parts division. This involved receiving development plans over $.5m and verifying engineering costings. Projects were then assessed if they could achieve divisional return on investments. Discussions followed with interested parties to bring down costs by applying lean manufacturing principles and utilising equipment/capacity in other plants. Every project had to be examined so that all Ford guidelines regarding environmental impact, safety and union concerns were adhered to.

Localisation Project Engineer (Jan. to Aug. ’98)

Localised a new manufacturing line for the S. American version of the US Ford Ranger instrument panel in Buenos Aires, Argentina. The production line was scaled to provide 50,000 fully contented panels per year. Tasks included vendor selection, equipment specification development, process design, employee training both in the US and Argentina, process validation, and customer sign off using the Ford APQP process. This $5,000,000 project was delivered on time and under budget.

Process Engineer/Floor Supervisor/SQE (Mar. ’97 to Jan. ’98)

Process engineer on the highest volume soft Instrument panel line in the world (800,000 panels/yr). Tasks included Plant/tooling maintenance, process improvement, material cost reductions, employee training and supervision and quality improvement initiatives, vendor liaison, and extra capacity tooling development. Received an award for excellence for cost save initiatives. Supervised skilled trades (toolmakers, millwrights, etc), within a much demarcated environment to achieve the desired engineering changes required on tooling/equipment. Supervised 45 highly unionised staff. Responsible for work allocation, safety training, attendance, vacation allotment and discipline. This supervision was part of a normal rotation for engineers with in the Ford Saline plant. Was SQE for climate control systems dealing with suppliers such as Prince and Magna.

Tooling Engineer (Aug. ’94 to Mar. ’97)

Tooling engineer for the instrument panel on the Ford range of luxury cars lines. Responsibilities included tooling vendor selection, process development, development of tooling specification, product material selection. Gained experience in high-pressure water jet cutting, foam moldings, vacuum forming, trim die cutting, high tonnage injection molding (up to 4,000 Tonne capacity), tooling maintenance, gas injection molding, lean manufacturing processes, quality control processes and employee training.

References: Contact info available on request.

Martin Hickey: Team Horizon business development manager.

Louis Miller. Ex Visteon executive in charge of Global manufacturing.

Frank Hosey. Engineering Manager at J&J.

Dermot Brannock. General Manager, Pcubed, N. American Operations.

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