Berea, KY *****
[Plant Operations Manager]
Accomplished Operational Manager with a solid background in Lean Manufacturing, recognized for strong process improvement skills and new systems development and implementation. Solid track record of improving underperforming production lines and systems and providing ongoing training in TPS and Lean Manufacturing principals.
Lean Manufacturing TPS TPM Kanban 5S Kaizen APQP PPAP FMEA Process Improvements Value Stream Mapping P&L New Model Launch Capitol & Operational Budgets
Safety PDCA Manpower Allocation 8D
Nippon Piston Ring of America 10/2017 to Present
Piston ring manufacturer of 190 employees supplying Toyota, Subaru, Nissan, Ford, Harley-Davidson, and Duramax
Lead all aspects of the manufacturing plant including safety, quality, productivity, cost and P&L as well as new model and equipment launch.
Developed and implemented safety consortium with other manufacturers in Nelson County to share best safety practices.
Implemented numerous safety activities and policies to improve safety for all team members including management safety Genba walks, Green Cross alerts, and random safety audits.
Successfully led plant thru increased production volumes of 900,000+ pcs year over year while reducing scrap costs by 50% using Toyota best practices problem solving activity, process audits and standardized training methods for new employees.
Martinrea Heavy Stamping 10/2016 to 10/2017
Metal stamping and weld operation (Ford, VW, BMW, Jeep)
Business Unit Manager
Responsible for all aspects of manufacturing in Business Unit #3.
Implemented model line activity on C520 AB ring lines.
Improved productivity from an average of 74% to 86% thru basic TPS implementation of andon system, hour by hour floor management, 5s, and job instruction training.
Reduced direct labor costs by $950,000 annually thru lean implementation.
Hitachi Automotive Systems 8/2014 to 10/2016
Plastic blow molding and Metal forming plant. Automotive shocks (Ford, Chrysler, Nissan, Jeep)
Responsible for all aspects of manufacturing in the shock department ensuring safety, quality, efficiency, and continuous improvement targets were met
Summit Polymers 11/2013 to 6/2014
Automotive Plastic Molding – interior components (consoles, A/C vents). Molding, paint, and assembly departments.
Operations manager – Lean Manufacturing Leader (TPS)
Responsible for all manufacturing operations including scheduling production, monitoring inventory levels, leading practical problem solving, ensuring adherence to TPS principles and practices.
Ensured safety, quality, and productivity goals were met and exceeded in all departments.
Worked closely with engineering, quality and maintenance to ensure new launch timing goals were met and tooling and equipment issues were resolved quickly with minimal interruption to production.
Closely monitored labor costs and productivity to ensure KPI’s were met by adjusting labor needs and using kaizen activities to improve processes.
Grote Industries, LLC 7/2011-5/2012
Automotive Molding, Stamping, Assembly plant – truck and trailer parts. 35 molding presses.
Plant Operations Manager
Responsible for all manufacturing and warehouse operations at the Madison, IN facility including all aspects of capital and operating budget, manpower, production, new product launch, facility and manufacturing maintenance as well as all aspects of environmental, safety and health at the plant.
Negotiated grievances and arbitration with union officials.
Implemented new HR policies that improved overall performance in production and safety at the facility.
Taught and implemented 8 Step Problem Solving resulting in reduction of scrap and increasing thru put in both assembly and molding departments.
Implemented 5s program in all divisions of the plant that improved general housekeeping, efficiency and safety resulting in 5s scores increased and sustained from 65% to 93%+.
Reduced raw material days on hand from 5 to 1 on the production floor by implementing just in time pull system.
Taught and implemented PDCA activity that increased efficiency from 72% to 89% in the assembly division in the first 9 months.
Implemented lean systems training based on the Toyota Production System for all divisions and employees from division managers to operators on the floor.
Implemented points based, no fault attendance policy that reduced absentee rate from 3.5% to less than 1%.
UGN 2005 - 2011
Automotive carpet and sound proof materials plant: Interior sound proofing (fender and hood liners, inner firewall, carpet). Carpet and under lining made for Honda, Infinity, and other lines.
Production Manager (plant launch)
Production process layout, design, and standard work of manufacturing cells for new product launches. Manpower allocation, Production scheduling, Production reporting and inventory control,
Kaizen activity, raw materials control and all aspects of safety, quality, productivity, cost and continuous improvement
8 Implemented improvements to die change procedures resulted in a reduction from 14 minutes to 2 minutes required for change over.
Improved layout and flow of process resulting in the elimination of 1 shift of production.
Implemented build schedule which improved material flow and improved efficiency of presses by 35% and improved material handing efficiency.
Developed and implemented new strategy for improving the 5s on the manufacturing floor.
Responsible for teaching TPS principles to coordinators, team leaders, and team members.
Newell Rubbermaid 2004- 2005
Scheduled and aligned manpower for efficient production.
Ensured all safety practices were being followed.
Trained and evaluated associate performance.
Confirmed quality of products and made recommendations for improvement.
Implemented kaizens for smooth flow of product packing.
Implemented and audited 5s principles for the extrusion department.
Ensured all quality standards were met.
Led and implemented c/m activity for out of standard issues.
Toyota Motor Manufacturing 1993 – 2003
Manufacturing Group Leader
Responsible for daily operations of production lines in assembly shop including manpower allocation and job assignments, attendance and payroll tracking and reporting, assembly process review and improvement strategies, equipment start-up and readiness confirmation
Maintained quality of assembly process
Performed safety audits of assembly area
Completed process ergonomic reviews and managed improvement activity
Monitored daily productivity and developed strategies for improvement
Developed and implemented systems for improvement of safety, quality and productivity
Process development for new vehicle models
Budget forecasting for operating costs, manpower, overtime and consumable goods
EDUCATION, TRAINING & PROFESSIONAL DEVELOPMENT
Lincoln Memorial University - Computer Science
Hands on professional training at Toyota Japan Facilities including
Effective Shop Floor Management
Managing Difficult people and Situations
Safety Hazard Detection
Red Cross Adult CPR and First Aid
Practical Problem Solving
Job Instruction Training