Tom Humberd

***st AFSBn-AFG

Section: AC FIRST

APO AE 09354

Email: aczlop@r.postjobfree.com

Objective: Challenging position in developing and implementing ISO compliant processes to improve the quality of service and throughput using Lean Six Sigma/Black Belt tools. Improve customer experience and drive operational improvements for each department to the established customer requirements using Lean Six Sigma methodologies and Project Management tools.

Professional Summary: Exemplary record in providing continuous improvement changes with vision, quality, leadership, logistics, and employee training with the use of Quality and Lean Six Sigma methodology. Talented in leading and facilitating Kaizen events and Six Sigma projects in multi-departments and developing employee’s talents to become customer focused within their departments.

KEY SKILLS SUMMARY

Lean Six Sigma Quality Management Systems

Quality Auditing KPI Metrics

Value Stream Mapping Project and Team Facilitation

ISO 9001/ISO 19011 Lead Auditor Lean Manufacturing

Business Analysis Training Program Development

Operational Planning & Tactical Execution Logistic/JIT

Value Stream Mapping Gemba Walks Multiple Department Management Project Management

Cross Functional Leadership Managing for Daily Improvement

Microsoft Office – Excel, Word, Visio, Access, Project, PowerPoint

PROFESSIONAL EXPERIENCE

April 2016 --- Current

Quality Management Analyst – Senior --- AC FIRST

Conduct quality analysis of data and produce reports and presentations to provide Managers and Directors with past and current areas of concern

Conduct internal process audits to ensure customer and ISO requirements are being fulfilled by AC FIRST employees.

Provide oversight on 159 performance metrics and scorecards to be reported to Senior Management.

Provide quality leadership by promoting, ISO and Quality training classes and presenting quality as a method for process improvement for all employees

Facilitate process improvement with Kaizen events and Black Belt Lean Six Sigma projects to improve employee and company performance

December 2015 – April 2016 --- AC FIRST

Quality Management Auditor

Conduct internal audits of processes to ensure customer requirements are being fulfilled.

Monitor and reports on conformance to the Quality Management System

Coordinate with Management to provide assistance to achieve and sustain ISO 9001 standards

Provide quality leadership by promoting, teaching and presenting quality as a method for process improvement for all employees

Work with Quality Management personnel to develop a surveillance program that produces effective feedback to work sites within the contract

Facilitate process improvement with Kaizen events and Six Sigma projects to improve employee and company performance

May 2015 – Nov 2015 --- Columbus-McKinnon

Production Budget/Material Control Supervisor

Responsible for plant Production Planning in 3 major departments, plus all service requirements.

Supervise 4 Production Planners and 1 outside vendor Buyer.

Fill in for any planner which are absent from work

Maintain CMBIS system inventory for 20K+ part numbers from raw material to finish goods.

Publish metrics on past due and open customer orders with fill rate percentages

Fill customer orders in 3 days of receipt of order on standard products and 9 days on special order items

Expedite any raw material shortages to meet department production plans

Provide coverage for Material Manager as needed

Reduce inventory by 10% in 2015

Monitor flow of all WIP parts to insure improved inventory turns

March 2012 -- April 2014 -- DynCorp International

Quality Leader/Training/Continuous Improvement

Facilitated Kaizen teams to map customer requirements to SOPs and develop detail process flow maps used to write detail work instructions. The output from the projects improved employee performance and efficiencies to customer requirements at 25 locations in the country. Lead continuous improvement project teams in developing Value Stream Maps to location waste and areas for improvement. Trained employees to use data and statistical analysis to define and address the root cause to improve processes and SOPs. ma

Conducted Gemba walks in all departments to identify and understand any process improvements opportunities.

Tracked the implementation and communicated all phases of the projects with metrics to Project Manager, Department Directors, Managers, Supervisors, and team members. Developed and implemented field Smart books in each department to illustrate correct requirements and procedures.

Provided training and tracking for 510 employees in the Afghanistan on Root Cause Analysis classes to help employees document and address Corrective Action Request (CAR) responses.

Assisted Corporate Quality to implement ISO 9001 and follow up to ensure all department compliance.

Coached Quality Personnel to be proactive and revise audits checklist then follow up with field test audits to refine the final output. The result of the Kaizen improved the Quality audit checklist in each of the departments.

Conducted audits reviews for department Directors to ensure compliance to ISO and Quality Management System requirements.

Traveled to 21 locations in Afghanistan to coach Quality Personnel with process flow maps to understand the processes they were auditing.

March 2011 – March 2012 -- Exelis

Quality Assurance/Quality Control/Process Improvement

Analyzed personnel weekly quality audits on operations to ensure compliance to customer requirement. Produced metrics and weekly reports to communicate performance to customers and all levels of management.

Improved audit checklist to reflect customer contract requirements.

Analyzed quality audit data to pinpoint department areas that need updated audit checklist.

Assisted Quality Auditors in analyzing processes and procedures to find the root cause of contract requirement nonconformance.

Developed a Quality Process Improvement program to help all departments understand and improve performance to customer requirements.

Assisted personnel to complete Six Sigma Green Belt projects.

Provided coverage for the duties of the Country Quality Manager of 25 locations for 2 months. Also performed duties of Quality Supervisor while he was TDY to another project for 3 months, supervising 11 auditors in theater and maintained 100% performance to the audit schedule.

September 2009 – February 2011 – CSA Ltd. Kuwait

Lean Six Sigma Manager/Quality Control

Developed and implemented a company Lean Six Sigma program for five locations in Kuwait. Responsibility for monitoring processes through quality audits to develop a list of top areas for Six Sigma process improvement projects. Facilitated Six Sigma projects with project team members to improve customer service with data driven analysis to improve and control more robust processes to increase performance and to the customer with current personnel.

Developed a Lean Six Sigma training program to certify Six Sigma Green Belts.

In 16 months the LSS department completed 19 projects with one project that had an annual cost reduction of $299K. Projects resulted in an improved process with new detail work instructions (SOP), training and metrics to insure contract compliance and with cost savings. Trained 38 personnel in a Six Sigma classes with 26 becoming certified Green Belts.

Worked closely with the Quality Inspectors and Auditors to find areas that needed immediate attention in order to comply with the customer, company, and department requirements and reduce defects. Established project charters with Senior Management to schedule the projects to be completed first to maximize benefits for the customer. Also worked with personnel in the following areas: Power Generation, Supply Services, Security, Armament Supply Depot, Program Management, Retrograde services and all sequence operations and Environmental and Health services. Assist teams in developing Value Stream Maps to location waste and areas for improvement

Worked closely with the Quality and Department Managers to help them achieve their goals of improved contract performance.

2006 December – August 2009 -- TECT Aerospace Inc. Wellington, Kansas

Master Scheduler/Marketing Support Supervisor/Black Belt

Responsibility for master scheduling 20K plus part numbers to make annual revenue of $259 million. Forecasting long range labor and capacity requirements 18 months in advance of production. Provided necessary metric reports and graphs on production performance to the MPS.

Work with Program Management, Engineering, Production and Quality to insure all new program aspects have been addressed well ahead of starting production. Establish delivery dates 6 to 8 months ahead of the ship dates so global customers can plan their production schedules.

Balance capacity with demand on 68 machining centers and 230 production employees to produce parts efficiently, control set ups, and reduce production cost.

Reduced WIP inventory by setting the production flow at the first operations and manpower requirements on down stream operations. Reduced WIP by 4 million dollars in 2008.

Supervised Marketing Support to insure all Commercial OEM, Repair, and Military orders are entered in a correct and timely manner in the Vantage Order Entry and Planning system.

Lead process improvement teams to solve production problems, engineering design and quality control problems and production processes to improve meeting customer requirements on time. Involved with three Six Sigma projects to improve the process to reduce the scrap factor. One project improved the scrap factor from 14% to 4% with a cost savings of 280K.

December 1996 – December 2006 Honeywell Aerospace, Rocky Mount, North Carolina

Production Coordinator

Coordinate for the Pratt and Whitney A & T cell. Executed the SAP system requirements to maximize the use of resources and materials to ship orders (35 million/month) to global customers on time.

Produced detail work center schedules to meet customer due dates.

Met with Cell Manager, Product Manager, Master Scheduling, Service Coordinator, Contracts, Design, Process and Quality Engineers and all other internal departments twice daily to insure issues were resolved to meet month, and quarterly sales commitments.

Participated in weekly SIOP meeting with Master Scheduling to ensure all manufacturing material, assembly and test capacity issues were addressed to meet the rolling 18 month SAP Master Schedule. Worked closely with Master Scheduling on engineering changes, new incoming orders, capacity issues and BOM changes to insure orders were met on time.

Provided metric charts, status reports, presentation charts, and statistics as required for daily cell production and weekly material meetings.

Member of F-22 fuel system start-up team, and took additional responsibilities to become Production Coordinator for the F-22 assembly and test fuel system cell.

Trained all incoming production planners on best planning practices with the ERP system at Honeywell. Member of the first Lean Manufacturing team cell at the Rocky Mount plant.

Attended Six Sigma training from Honeywell with LSS Black Belts to achieve a Six Sigma Green Belt certification in 2001.

Green belt project improved work flow and work stations on fuel controls in the Assembly and Test area by 15%. Cut work process travel time by 19%. Able to meet increased customer with current manpower.

Teams served on several TQ, Kaizen, Greenbelt, and Lean teams within the Pratt and Whitney Cell.

September 1991 - December 1996 Allied Signal Corporation/Bendix Friction Materials Division Cleveland, Tennessee

Material Analyst Supervisor/Master Scheduler

In charge of all production planning/scheduling for the Friction Materials Plant. Performed Master Scheduling on OPT planning system. Six years supervisory experience in the Disc Brake Production and Planning Department. Supervised two production planners, a Material Planner and two production control specialists.

Master scheduling scheduled 2500 part numbers to insure optimum use of resources, timing deliveries for production schedule to ultimately ensure on-time delivery of finished product to internal and external OE and Aftermarket customers.

Customer Service Responsible for interfacing with all major OE and Aftermarket Disc Brake accounts. Worked directly with Sales Manager on new accounts, and new part number and product releases.

Lean Manufacturing Assisted implementation of thirteen U-cells. The implementation team took thirty-nine existing machines and bought thirteen new combination grinder/drill machines to set up thirteen U-cell work centers. The team reduced WIP lead-time from eight days to four hours.

January 1989 - September 1991 Manufacturing Control System Operations Specialist II --- Bendix Corp. Cleveland, Tennessee

Production Planning/Inventory Control for Disc Brake product line and operation of IMSS order entry system and COPICS inventory systems. For operation of OPT Production Planning System to issue production schedules to all work stations in the Disc Brake area. Chosen to help implement an MRP system and then OPT, a finite planning and master scheduling system.

Military

Air Force 4 years - Munitions Specialist (Crew Chief for 18 months) 15 month tour in Adana, Turkey.

Education:

High School: Bradley Central High School

Cleveland, Tennessee

College: Cleveland State Community College

A.S. in Business Management

Tennessee Wesleyan College

B.S. in Business Management (Dean’s List)

CERTIFICATIONS

ISO 9001/ISO 19011 Lead Auditor 2015

Quality auditing seminars

Lean Six Sigma Black Belt 2009

Lean Six Sigma Green Belt - Honeywell International 2001

Project Management - Microsoft Online

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