Lisa Ney

*** ************ ****, ******** ******, KY 40379

859-***-****

aczjzc@r.postjobfree.com

Summary

Over 22 years’ experience with Toyota Motor Manufacturing, Kentucky

Demonstrated achiever with exceptional knowledge of Toyota Production System (TPS)

Strong management background combined with employee development and conflict management

Highly accomplished at process design, problem solving, system sustainment and communication

Extensive TPS training, including expertise of plan-do-check-action (PDCA), Toyota Business Practice (TBP) and lean manufacturing

Education and Training

B.S. Degree Accounting

West Virginia University Institute of Technology, Montgomery, WV

500+ Hours Toyota Production System and Lean Manufacturing Training

Toyota Motor Manufacturing Kentucky (TMMK), Georgetown, KY

Training includes, but not limited to:

Performance Management, Assembly Process Diagnostics, Practical Problem

Solving, Coaching for Performance Management, Assembly Kaizen Planning,

Understanding Resistance to Change, Assembly Basic TPS and Yamazumi

Training, Positive Employee Relations (Phases 1-7), Responding to Conflict,

Active Listening for Leaders, Philosophies for Efficiency, Proposal Writing

Documents, Problem Solving Assessment, Targeted Selection Training, Critical

Safety Decision Making Training

Career History & Accomplishments

Martinrea Heavy Stamping

Toyota Motor Manufacturing Kentucky

Continuous Improvement Manager

Developed and rolled out problem solving training to management and hourly employees to drive cultural change

Facilitate 3 day and 5 day process improvement events involving cross functional teams to decrease downtime, improve quality, efficiency and SMED

Support department managers in meeting their annual OPEX targets by driving cost effective kaizens

ADR and Model Logistics Specialist

Deploy new updated version of material handling system to maintain internal logistics information such as the stores address, delivery address and usage per vehicle

Develop common formatting system to be used across all NAMC’s to standardize part addressing

Develop training materials and train user groups in new system

Support user groups during deployment of new system

Support and track model logistics activity

2016

2015-2016

Hitachi Automotive Systems Americas

JIT Manager, HIAMS, Berea

Implement the kanban system, including visual controls, to reduce finished goods, in process inventory and shorter product flow times

Developed training materials and educated all levels of management and the workforce on correct kanban handling and usage

Use experience and process management skills to identify and implement continuous improvement activities. Support plant management in identifying and removing obstacles that effect the lean transformation with improved 5S and floor management

Improved parts flow throughout the plant to increase efficiency and reduce fork truck traffic

Reduced manpower by implementing a new parent-child dolly system

2014-2015

ESCO Corporation

Continuous Improvement Manager, ESCO Corporation

Facilitate training and development in lean techniques, including Rapid Cycle improvement and Value Stream Mapping plans, 5S and 7 Wastes.

Improved throughput 5%, decreased process cycle time by improving parts flow

Provide facilitation skills for kaizens by training and assisting others.

Work with Manufacturing Manager to assess and prioritize continuous improvement actions.

Actively initiate sharing of best practices throughout the plant

Ensure documentation and posting of continuous improvement activities

Create the annual Continuous Improvement Plan to support the business objectives with the Site Manager and General Manager

Skilled at coaching others and building CI capacity and lean culture

Managed the behavioral based safety program, lead investigation of any near miss, property damage or injury and developed countermeasures

2013-2014

Toyota Motor Manufacturing Kentucky

Group Leader Assembly, Conveyance, and Internal Logistics

Project leader for the development and implementation of future internal logistics parts flow (potential annual savings $1,500,000)

Creator of new cost saving process elimination (annual savings of $250,000)

Plan and lead model change and takt time change activities for Assembly Conveyance groups create and maintain schedules, new parts processing, space allocation, delivery methods, equipment development and installation

Creator of Process Diagnostic tool to set up and evaluate conveyance processes and developed Logistics standards manual for Assembly Conveyance group

Completion of 50+ problem solving projects relating to the improvement of safety, quality, and productivity

Develop and maintain standardized work and job breakdown sheets for conveyance and contractor group

Support daily operations of conveyance groups through equipment repair, processing changes and kaizen activity

Lead and support for Assembly Jishuken activity

Managed up to 35 Team Leaders and Team Members

Team Leader SMK Special Project and Assembly

Process improvements through the application of TPS and Process Diagnostics

Train and developing Team leaders and Group Leaders in Process Diagnostics

Lead Team Leader for Chassis kaizen activity and kit box implementation

Constructed floor dollies and one-touch dollies for kaizen activity

2002-2013

1990-2002

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