Roger Anderson

ad24ni@r.postjobfree.com Pleasant View, Utah 84414 801-***-****

Career Summary

Senior Manufacturing Leader: An accomplished and forward-thinking leader with 20+ years of manufacturing manager experience. An extensive background in hands-on execution of manufacturing processes with an emphasis in Lean Tools and applications (Toyota Production System). A transformation leader capable of building and leading teams pursuant of operational excellence. A collaborative communicator able to cultivate cross function engagement in fulfilling company goals and initiatives. Enhance performance, efficiency and productivity. A huge proponent of 5S and Visual Workplace.

Skills

Management

Team Work

Word

Supervisory

Communication

Powerpoint

Leadership

•

Visual Workplace

Root Cause Analysis

•

Lean

Kaizen

Cost Reduction

IS09001

Comp uter

Employee

IS014001

Excel

Development

Professional Experience

Sleep Number Corporation, Salt Lake City, Utah

Senior Manager Air Controls. 7/2017-12/2023

•Responsibilities includes multi-shift operations, recruiting, retention and employee development by successful new product launches.

•Managed increased demand in Air Control pump production and new product development.

•Successfully managed supply chain interruptions of PCB (printed circuit boards) by controlling labor via other work areas and attrition, avoiding reductions in force, while performing value added activities.

•Responsible for all safety training and compliance to industry standards. Promoted a "Safety First" culture to ensure compliance with Sleep Number and regulatory safety policies and guidelines.

•Manage department operations to meet and exceed all business objectives, KPIs and requirements.

•Drove training in Continuous Improvement, 5S standards and Visual Control.

•TPS, 7 Waste training and practice. Executed tenets of 7 Wastes in Air Controls as well as lean manufacturing standards. Utilized problem solving methodologies, especially the Toyota Production System (TPS) tools for improvement.

•Successfully drove company initiatives to improve customer experience and efficiencies. 4Front-Private Party 4/2016—11/2016 Business Launch Consultation:

•Working with private proprietor to enter a new and expanding market in China.

•Researching, contacting manufacturing companies with capability and willingness to manufacture product for export.

•Determine prospective manufacture's ability and capacity to meet customer requirements for repeatability, on-time-delivery, sustainability and quality.

•Working with prospective vendors for appropriate packaging and conveyance.

•Researching and locating potential warehousing, space and material handling capabilities. Assessing staffing needs for initial start-up as well as future manpower needs.

DSI Mining Ground Support, West Jordan, Utah 1/2010-2/2016

Plant Manager/Lean:

Responsibilities included the overall direction and coordination of two shift operation, production staff, facility, quality, safety, materials and maintenance. Coordinated plant activities through line management to ensure manufacturing objectives are accomplished in a timely and cost-effective manner. Drove improvements in Cost of Quality by Waste identification and elimination while implementing a culture of Lean and its tools in the workplace.

Manage capital asset maintenance. Directed and managed plant operations for Safety, Quality,

Production, Maintenance, Shipping and Receiving. Directed initiatives resulting in IS09001 and

ISO 14001 certification. Familiar with MSHA and OSHA safety guidelines for manufacturing and mining industry as well as ASTM standards for the steel fabrication environments.

•Maintained a 5 year 98% OTD. Incorporating practices of SMS (Safety Management System, reduced Safety in the shop 72%. No Lost Time Incidences since 2010.

•Lead several kaizen events resulting in 28% decrease Press change over times (SMED) and 35% decrease in Roll Former changeovers.

•Insured employee safety and compliance with OSHA regulations

•Implemented appropriate standards and benchmarks throughout departments to measure performance and efficiencies.

•Responsible for positive cost, safety, quality, delivery and customer satisfaction and delivery are met.

Electrolux, St. Cloud, Minnesota 9/2008-3/2009 Lean Manufacturing Manager:

Coordinated Lean Initiatives in a 1600 employee unionized facility targeting KPIs plant-wide.

Implementation of lean tools including, Takt-time analysis, Problem Solving, Standardized Work,

Kanban, JIT, SMED, SS, Visual Workplace, Jidoka, and Best Practices. Coaching, training and mentoring staff and employees in the philosophy and the application of lean tools. Lead and direct cross functional kaizen events focusing on waste elimination and driving a culture of lean manufacturing.

•Conversion cost reductions of $420,000 in first 5 months at Electrolux. Annual savings from launched projects $1,100,000.

Autoliv Automotive Safety Products (air-bags) Ogden, Utah 5/1988—8/2007 Process Line Manager:

Responsible for 3 shift 24/7 operations. Transitioned 3 fully automated lines into 12 "U" shaped cells each producing equivalent production numbers. New line start- ups, hiring, production and training.

Responsible for safety, quality, cost and delivery of inflators for airbags. Very experienced in the Toyota Production System's implementation of lean initiatives, training, mentoring and creating a lean mfg. culture. Created SOPs. Trained executed problem solving and root cause analysis. Below are results from managing and executing Lean Manufacturing techniques.

•Head count reduced 60%

•First Time Quality from 4.5% to 3.3%

•LPUs reduced from 3.7 to 2.8

•Scrap reduction 48%. ($.22 to $. 12)

Planned and coordinated all phases of mfg. in a focused product group environment. Key KPIs were Safety, Quality, Delivery and Performance, Cost and Inventory. New product launches. ISO seasoned and experienced. Drove process improvements and improved profits by eliminating waste. Hiring, training, mentoring, coaching and discipline.

Improving existing processes to accommodate Lean Manufacturing methods work.

Achieved results by motivating, coaching and mentoring cross functional teams.

Responsibilities included 3 shift operations including eight high volume production lines. 5 supervisors, eight process coordinators and over 80 direct labor employees.

Morton-Thiokol 5/1986-5/1988

Strategic, Filament Winding

Education and Training

Bachelor of Arts - Human Development/Psychology Weber State University

•Minor: Asian Studies Second Language: Japanese

•Computer Skills: Intermediate. Microsoft Word, Excel, Power Point and Outlook

Training:

•Graduate of Autoliv Production System University (9 month course in Lean

Manufacturing based on the Toyota Production System)

•Six Sigma (in plant training)

•Root Cause Analysis

•Total Quality Maintenance

•Statistical Process Control

•Rapport Leadership International Master Graduate.

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