Seth Claiborne

Gallatin, TN

High achiever with a record of top performance in Lean Manufacturing, Quality Systems, Leadership, and Managing Manufacturing Operations. Courageous leader driven by the belief that, before implementing change, one must immerse in and fully understand the culture of the organization. Areas of expertise include:

CI / Lean Manufacturing Systems

Leadership Training & Development

Quality Operating Systems

Logistics Planning / Flow

Industrial / Manufacturing Eng. Practices

Lean Transformation Company (01/2014 - present)

Owner / Consultant

Our latest client (12/2016 - 02/2017) brought us on to create, assist, and guide the team for the admirable Lean journey in the construction industry. What an excellent, fun, and exciting challenge for us all. We established a baseline that validated nonexistent lean principles or values were known by the team through completing a cultural assessment and reviewing daily huddles and other core meetings. From this, we were able to assemble a pathway to close the gaps. Achievements:

Developed Training Program and Tracking System

Established the Roadmap for and plan for their Lean Journey

Founded their own Xcellence Program

Built Lean Education and Training Programs

o 8 Waste, Standardized Work, Built In Quality, Kaizen, Problem Solving, Etc.

Started the Process of Documenting Standard Work and capturing best practices.

Teamed up with Marketing to share our Progress and Map to customers and employees.

Implement Pre-existing Quality program with systematic checks and balances.

Launched a new set of metrics to track KPI’s that aligned to the business needs.

Started a True Cost Analysis Program to accurately confirm labor allocation and utilization. ABC Group, 03/2015 – 12/2016

North America CI Coord. (03/2015 – 12/2015); Sr. Manufacturing Engineer

(12/2015-09/2016); Operations Manager (09/2016-12/2016) At ABC Group, I started by overseeing and driving the Lean transformation and OEE improvements for five plastic injection molding / blow molding plants in North America by coaching all levels of operations, sharing best practices domestically and internationally, and leading projects and kaizen events, which lead to me acquiring the opportunity to lead a substandard facility with 330 direct reports.

Achievements:

Improved Blow Molding machine OEE by 18% & Injection Molding machine OEE by 14% through facilitating problem solving groups to reduce scrap and improve machine capacity.

Optimized labor utilization by rebalancing injection molding and assembly operations, sharing labor between the two operations, which yielded a $273k savings.

Reducing ergonomic impact by 45% in conveying material opposed to carrying it, which reduced operator motion and yielded increased throughput with less labor that had a net savings of $90k.

Establishing an audit system that satisfies all quality parameters of our automotive customers while focusing on our ABC Production System to unify our efforts opposed to conducting individual audits at various time slots.

Successfully launching a new 180,000 sq. ft. facility with core Lean Principles, this yielded a cost avoidance of $870k within the first year of operations.

Successfully implementing a 5S program, Visual Factory, Level Load Scheduling

Drove Team Leader and Supervisor development in Problem Solving with proper OEE and capacity measurements to make better decisions with facts and data.

Worked with our engineering team to cascade best practices on like products. acyx78@r.postjobfree.com 615-***-****

Seth Claiborne

Gallatin, TN

Co-sponsored a Productive Maintenance program and Employee Engagement programs. Electrolux, 06/2013 – 03/2015

CI Engineer (06/2013 – 03/2015); Quality Engineer (01/2014 – 03/2015) Within my career at Electrolux, I have held Lean transformation, Industrial and Quality Engineering positions at the manufacturing level. Led the implementation, coaching, and training of the Electrolux Manufacturing System (EMS) along with Total Quality Management (TQM). Oversaw the Lean Transformation which improvements in safety, quality, delivery, cost, and employee morale. Lead 9 direct reports in driving quality improvements by coaching root cause and countermeasure, teaching the value of quality systems, and effective communication throughout the various levels of manufacturing.

Achievements:

Reduced Ergonomic impact by 30% in optimizing part presentation and rebalancing work content to focus in narrower geographical location of the product.

-48% (57,000PPM) in Not Right First Time (NRFT) and -$600K Scrap by conducting stack up tolerances, increasing repeatability per capability study, PFMEA, and Error Proofing.

+9% Delivery improvements by modeling Lean behaviors, coaching indirect personnel on Pareto analysis and problem solving, along with new warehousing and delivery models.

+4% in Delivery by reducing variable scheduling practices that constrained multiple departments. Product wheel, Every Part, Every Interval.

Led cost reductions that improved area performance 4% ($150K) & collaborated team that improved departmental performance 2% ($75k). Inv. reduction by identifying true capacity.

Harman/Becker Automotive Systems, (2011 – 2013)

Electrical Eng. Tech (01/2011 – 06/2013); CI Process Engineer(11/2012 – 06/2013) Throughout my career at Harman, I have held an Engineering and Improvement positions at the manufacturing level. Drove the implementation and coaching of the Harman Production System (HPS), while maintaining OEE of equipment, launching new products, and reducing non-conforming inventory. Achievements:

Improved departmental OEE 67% by facilitating Cross-Functional Problem Solving groups.

Increased First Pass Yield (FPY) by 82%, reduced scrap by 27%, became Top 10 Toyota supplier with a rejection rate of 2 PPM through improving process capability in Test Accuracy.

With process capability drastically improved, we reduced Non-Conforming Inventory by 100% ($1.4 million) in 9 months, which led to us relocating the operation to a low cost country to maintain the great quality at 40% of cost.

Increased uptime by 14% by decreasing changeover time by 63%. SMED

Decreased product lead time by 10%, through cutting buffers and improving Kanban system by optimizing process triggers through automation.

Successfully, launched three new product families with 0 PPM for the first 3 months.

Majority of the projects were driven by newly tracked data after integrating into SAP. EDUCATION AND TRAINING

Business Administration and Management Degree (B.A.Sc.) – Lipscomb, 2017 Engineering & Business (A.S.) – Volunteer State Community College, 2011 Six Sigma - Black Belt Certification, Villanova University, 2013 Lean Manufacturing Certification, Villanova University, 2012 Finance Management, US Bank, 2009

Change Management Certification, Harman Automotive Systems, 2011 EMS Leadership Certification, Electrolux, 2013

EMS Green Gear Certification, Electrolux, 2014

acyx78@r.postjobfree.com 615-***-****

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