ADRIAN SMITH WILDING

**** *. *** ***** **** Phone: 812-***-****

Cissna Park Il. 60924 Email: ad1ein@r.postjobfree.com

CAREER SUMMARY

A Manufacturing Manager diverse from the production team member level to Executive level. Experienced and trained in Lean Implementation through TPS. Diverse in managing different cultures / backgrounds and product. Experience in micro and macro level of implementations of lean strategies along with problem solving skills and implementation for non- repetitive issues related to safety, quality, cost and delivery. Experienced in RIE, and A3 process to problem solve. Coaches, develops and disciplines based on policies and procedure of company with team concept and consistency being used and taught. Developed, used and keeps budgets, and production schedules based on plant efficiencies.

PROFESSIONAL EXPERIENCE

JELD-WEN WINDOWS AND DOORS, RANTOUL, IL. 2021-Present

Coordinating Group Manager

Lead a team of 9 direct report Group Managers on daily activities and remove constraints

related to PSQDCI matrixes. Used tools of MDI boards, PSQDCI and Hour by Hour boards

to guide on actions needed to remove obstacles related to man, method, material, machine.

Improved door line output on day shift and night shift working with Group Managers on constraints needed to hit 70 unit a day repeatedly in 8 hours or less.

Worked with all Group Managers on Bubble Charts, Manning Boards, PSQDCI, and MDI as needed. Gemba boards on a daily and ask questions related to what support they need to remove a constraint.

Improvements on casement line to show 16% improvement in units per labor hour and 23% improvement in units per labor hour on both lines.

Development of Training sign off sheet to have a standard of training requirements for new hires coming into Jeld-Wen.

Coach, Develop and Lead teams of Group Managers to have a successor by development of skills and giving perspectives on things they may not see related to the value stream.

VALEO NORTH AMERICA, SEYMOUR, IN. 2019-2021

Production Supervisor

Lead 4 Team Leaders and 64 indirect report team members on plant goals related to

Safety, Quality, Delivery, Cost, and Team Building. Used QRAP (Quick Response Action

Plan) to root cause and solve issues.

Improved production on Toyota Headlamp by 10% by developing WIS that were Bi-lingual and retaught to a line that was 94% Spanish descent.

Improved manpower efficiencies by 12 people across 3 lines by level loading and using a Yammuzi chart to eliminate waste.

0 Lost time case rates and improved First aid incidents by 97% through the teaching and implementation of job rotation on difficult jobs across three lines. Jobs ranged from difficulty to learn and ergo muscles being used repetitively.

TOYOTA BOSHOKU, LAWRENCEVILLE IL. 2017-2019

Tier One Supplier for Toyota Motor Manufacturing of Indiana (TMMI)

Manufacturing Group Leader

Lead 37 team members on Safety, Quality, Delivery and Cost by giving them tools needed

to help meet Hoshin (plant goals with targets). Mentor to all team members and

responsible for their development. Provide tracking of training, versatility and lead cross

functional meetings with Team Leaders on plans to fill gap analysis.

Average defects per day of 3.2 with supplier concerns. Without supplier concerns 1.6. This has been done with Kaizen and walking back the system from the point of concern. Teaching Team Leaders the concept of Gemba.

Leads team in supporting of JKK. This allows ownership of the Team Members to not pass on defects to the next station with an understanding of what occurred and what do we need to do to get better.

Defect free to customer for the last 6 months. This has been done through internal audits and constant reinforcement of standards. Teaching the team members that following the standard protects them.

Consistent at making Hoshin target of 95% OA when adversity is not beyond the scope of the rear 2 seat area.

MUELLER WATER AND GAS COMPANY, DECATUR IL. 2014-2017

Brass Foundry Operations for Gas and Water Piping

Production Supervisor

Lead anywhere from 22 to 36 team members assuring alignment of goals were aligned

with corporate goal in relation to Safety, Quality, Delivery, Inventory, and Production.

Provided all training and leadership on nights in relation to Safety, Operations, Maintenance,

Quality and Grinders.

Increased OEE to an average of 88% by implementation of sinto slide rule to assist mechanics on trouble shooting issues with equipment.

Increased productivity on night shift where we are the benchmark for the plant. This has been done through continuous improvements in method, coaching and mentoring of a production team as we transition into lean habits.

Is looked at as the leader for the development of other supervisors on systemic approaches to solutions. Coaching and motivating people to perform.

ALAMO GROUP ILL, GIBSON CITY IL 2012-2014 Manufacturing Facility for Rhino, Alamo, John Deere and Other OEM Plants

Production Supervisor / Final Assembly

Managed 32 people in the assembly / paint process. Responsibilities included but were not limited to Safety, Quality, Delivery, and Cost aligned with corporate goals. Managed and wrote processes for paint and finish build that were used as training tools and verification to make all team members knowledge based. Managed P&L responsibilities related to the department.

Started new safety program to work on team member involvement and accountability for plant to work on and close safety issues on floor. Holds record for 0 recordables in an 8-month period.

Increased the production on Flex Wings from 8 to 12 per day. This is a 50% increase in productivity.

Developed downtime matrix which led to a 32% increase in productivity. This was done by pushing back to other departments and internally fixing issues.

Implemented Kaizen and Kanban systems to aid in a better delivery and organization of parts coming from material handling. Worked with team members on ideas and stopped the stop and drop system for the removal of product.

MATCOR METAL FABRICATION, MORTON, ILL 2012-2012

Tier 1 Supplier of Fabricated Parts to John Deere and Caterpillar

Area Manager

Manager of three shift manual/robotic welding, powder paint, assembly and shipping operations. Experienced hands on manager who facilitated the training of supervisors and team leaders in lean principles. I managed the final product going to customer by assuring the safety, quality delivery and cost aligned with plant goals. Duties included but not limited to using manpower efficiently while meeting customer demand as it pertains to quality and delivery daily.

Implemented audits for checks and balances to assure processes were being adhered to.

Implemented floor visual management system to check customer demand versus actual.

Results checked and reacted to on an hour by hour basis. Improved earned hours by 16% and efficiencies by 12%

Implemented 5S system with build in audit process. Monitored, checked and corrected results daily. Improved the efficiency of team members by having everything in its place and the elimination of excessive walking.

LUXICOR LLC.FARMINGTON HILLS, MI 2009-2012

Retail and Distributor of Assorted Electronic, Terminals and Accessories

Warehouse and Facility Supervisor

Hands on Supervisor who helped the removal of obstacles to allow team to

meet goals. Duties also included outbound / international logistics, inventory, and facility maintenance. Picking, packing, and shipping of daily orders. Forklift certified.

Removed picking constraint of product by moving the top 80% of high moving product to the front of the warehouse. This improved speed of delivery by 66%.

Increased overall efficiency by 83% by outsourcing of difficult product which needed to be distributed for sale in mass quantities to a cost-efficient outsourcer.

Implemented documented processes and visual aids to shrink variability of mistakes originated in the warehouse. Audited process on daily basis by sample to positively enforce non-conformance. Overall quality by 93% and delivery expectations by 87% which allowed company to save money by restructuring of duties and downsizing to remain competitive.

ENOVAPREMIER OF MICHIGAN, CHARLOTTE, MI 2006-2009

Tier 1 supplier to G.M. for Tire and Wheel / Toyota Repackaging NVH Injection Molding.

Plant Manager

Managed the removal of obstacles for plant management to be able to achieve goals which were aligned with customer. Driver of goals and objectives that were related to Safety, Quality, Delivery, Cost, Morale and Environment. Plant consisted of 30 total employees with four direct reports in Material Handling / Logistics (shipping, receiving, ASN’s, EDI and warehousing), Quality, Maintenance, and Production.

Changed business relationship with customer by integrity and honesty being applied to the business acumen at plant. Analysis of past problems formatted in 5’s process used to stop quality defects getting to customer.

Achieved zero PPM rating for customer on delivery and quality for two and half years. Used feasibility process along with customer involvement of SOR to re-write customer demand with plant capabilities.

Increased efficiency by 12% by working with team members and managers on process improvements. Process flows along with FMEA and Control Plan were implemented and audited to assure plant was adhering to standards.

GUARDIAN INDUSTRIES, CARLETON, MI 2005-2006

OEM Float Glass Manufacturer.

Line Supervisor

Managed 16 team members on the overall safety, delivery, cost, morale and environment on manufacturing line.

Improved efficiency of pack glass first piece yield from 80% to 90%. This was achieved by consistent training, development and accountability of team members.

Achieved zero LTCR cases related to safety. This was done by teaching of OSHA standards related to team members and holding them to proving firm goals.

FORD MOTOR COMPANY, WAYNE, MI 1990-2004

OEM Plant for light cars and trucks

Manufacturing Planning Specialist / Superintendent 1998-2004

Supervised teams of 40 to 100 team members (direct reports) in multiple zones in Chassis, Trim, Final, Garage and Pre-Delivery. Coached, motivated and held team accountable for all plant policies and procedures.

Quality Assurance Supervisor 1997-1998

Managed gate keeper process for preventing plant defects getting to the customer. Drove departments to cut off defects hitting internal system related to safety, quality, delivery, cost, morale and environment.

Final Area Supervisor 1993-1997

Managed various zones in trim and chassis to assure team members were adhering to policies and procedures related to safety, quality, delivery, cost, morale and environment.

Production Line Worker 1990-1993

Assembled fused box, JB and RB bracket on Escorts at a line rate of 82 JPH.

Trained zone supervisors and departmental managers on versatility matrix, and auditing for critical jobs to customer (FMVSS and Delta) to be completed in workstations.

Decreased scrap by 18% though working with suppliers and quality on repair procedures for material we damaged.

Led successful launch in both Trim and Chassis for the launch of the Expedition and Navigator. Assured, training, coaching, mentoring, and counseling to team members was carried out through project management timeline.

EDUCATION / TRAINING

B.S., Eastern Michigan University, Ypsilanti, MI. 1993

Company Sponsored Training

ISO 9001

Lean Manufacturing /Kaizen

Certified Green Belt

TS16949 Internal Auditor

Kanban Systems

Osha Safety

TPS / Toyota Way

5S Problem Solving

Budgeting

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