James C. Brown

Harrison Township, MI, *****, Cell: 586-***-****

adbhbh@r.postjobfree.com

http://www.linkedin.com/in/jamesbrownCLSSBB

Process Improvement Leader

Certified Lean Six Sigma Black Belt Process Improvement Project Manager Highly Skilled Change Agent MBA

A true hands-on, expert in managing multiple Continuous Improvement Projects simultaneously, while implementing culture changing lean methodologies to improve operations, enhance safety, increase profitability, sustain results, and drive Operational Excellence.

Broad experience of working on multi-department improvement projects and streamlining best practices throughout the organization. Developed Material and performed training in all areas within an organization to coach, mentor, and sustain Lean Concepts. A role-up-the-sleeves leader who gains trust at all levels to help conquer the challenges of day-to-day challenges, and plan for the successes of tomorrow.

Root Cause Analysis Process & Data Analyst Training Material Development Work-cell / Plant Layout Software Integration Machine Uptime & Reliability

Plant Material / Process Flow Scrap Reduction / Control Large Scale Lean Implementation

PROFESSIONAL EXPERIENCE

Continuous Improvement Specialist BMT Aerospace / Fraser, MI 11/2018 – 12/2019

Integrated Plant-wide data collection interface (Job Control V2.8.0.0) which improved operational planning by 50%

Integrated SAPBI KPI system that improved Scheduled Adherence scores by 25%

Developed and trained work instructions to close work orders and allow Job Control system to function properly

Completed a LSSBB project which led to develop a Quality Control Process that increased inspection of escape features leading to reducing Non-Conformances by 10% during the 1st month post launch

Created an end-to-end VSM for most frequent parts and reduced waste by 35%

Developed & Trained 100% of all single point lessons on Process Improvement activities in Operations & Quality

Led Kaizen project to re-design layout of S & R / Receiving Inspection area to reduce part lead time in area

Created detailed process Work Instruction documentation to improve and streamline best practices

Used Excel Analysis add-on to perform daily analysis of SAPBI and Operational Efficiency data Analysis

Developed an audit system to track the quality of part edge breaks in the Deburr area

Performed VSM analysis to identify specific actions needed to improve lead time for process flow

Improved bottleneck areas by analyzing performance data and developing action plans to improve output

Developed 4 day visual planning window process to assure ready-to-run state

Led daily Gemba walks with managers to communicate and close open issues to improve productivity

Created shop floor visual metric reporting system per area focused on Safety, Quality, and Production improvements

Led Safety meetings and managed actions to improve plant safety

Developed and Led 5S strategy system throughout plant including an audit system with actions to sustain gains

Developed a weekly Pull System using product lead times displayed on visual board to see long range flow

Managed a PDCA process to brainstorm and implement improvements to increase production output for all areas

Led team to develop foam lined material storage units designed to minimize part handling damage

Continuous Improvement Process Engineer Eberspaecher / Wixom, MI 01/2018-11/2018

Worked with Logistics department in Kaizen project that created all tugger routes to save over 200k annually

Created 5S carts to improve cycle time beyond target expectations of over 20%

Supported launch run-offs to improve process flow of materials by creating most efficient work-station layouts

Executed Lean tools to combine 2 plants with a potential of $10mm savings

Co-Led a CIPLA workshop to train and execute VSM, SMED, KATO

Train & Mentored Leaders on VSM and SMED understanding, execution and implementation

Balanced multiple station assembly lines to reduce head-count by 15%

Created Training videos and developed best practices in bottleneck areas to improve cycle times by 20%

Led Kaizen event in storage process of the Warehouse & Supermarket areas to improve search time by 10%

Created Standardized Work forms for all product lines to perform workflow balancing and improvements

Re-designed work stations that improved OEE and improved flow of materials and operations

Performed cycle time analysis to the 3rd decimal/minute for SAP Routing accuracy for future projections

Developed Spaghetti Diagrams to demonstrate most efficient plant layout for operational excellence

Trained team leaders of Bottleneck Identification and resolution to improve product flow to meet targets

Used Theory Of Constraints method to lead to best weld method on difficult surfaces

Designed flow racks to allow most efficient flow of material for both Raw and WIP

Created door-to-door VSM’s for each product line to identify waste & create CI projects to improve process

Created timelines for CI projects and tool integration using Microsoft Project

Continuous Improvement Manager Chassix / Warren, MI 12/2015-01/2018

Improved campus OEE by 20% and maintained 83% OEE for 2017 by creating a KPI system for Machine OEE

Created an OEE database to track OEE, Scrap, Downtime & generate color coded shift reports per target values

Decreased campus Scrap by 55% within 6 months by creating cross-functional scrap teams and LSS Projects

Developed a Lean culture change through 5S, TPM, Visual Management, daily meetings, and Kaizen workshops

Created 100% of Lean Manufacturing training material and trained all employees at both plants

Obtained 96% positive support from Warren campus employee Lean Training evaluation feedback

Created a TPM system with database via Kaizen workshops that reduced downtime by 30% in the 1st year of rollout

Supported management team in obtaining Q1 status in both plants at the Warren Campus within 12 months

Managed cost savings program to reduce long term spending by 8%

Developed and Managed an improvement suggestion system to allow all employees to contribute to improvement growth

Created Process maps to show current and future state maps for material flow improvement needs

Identified most efficient work cell layout during Kaizen events during workflow actions via Spaghetti Diagrams

Trained employees of Lean and CI tools during all-hands stand-up meetings that were held monthly at each plant

Managed multiple Continuous Improvement projects using Six Sigma and Lean Manufacturing Methodologies

Developed Communication board to make Plant activities more visible to improve communication by all departments

Created quality check tool shadow board with work instructions and launched campus wide to meet 5S standards

Designed Blackstone plant layout to house 100% of all Stephens facilities machines for future plant combination project

Lead internal auditor (TS16949) who modified and managed an internal auditing system for internal audits

Lead internal auditor who is IAFT 16949:2016 certified and modified existing procedures to comply with Standards

Lead Environmental auditor who performed Campus audits & managed 100% of all corrective actions to completion

Created and trained new procedures that improved process control to comply with ISO/TS 16949 Standards

Led Quality System gap analysis Kaizen workshop prior to annual ISO/TS audits to identify gaps of open issues and close

Performed Quality MGR tasks for 2 months due to management change including writing 8D’s for customer complaints

Business Management Continuous Improvement Leader Iroquois Industries / Warren, MI 10/2014-12/2015

Developed Preventive / Predictive Maintenance processes for stamping, tooling, welding, and assembly machines

Created training material & trained directors, managers, supervisors and inspectors of Root Cause Analysis

Created a Control Plan audit process from PPAP through the final inspection which led to a scrap reduction of 5%

Developed BMS Control Plan improvement & Corrective Actions procedures to comply 100% to ISO/TS 16949

Led the Business Management System overhaul on all procedures to comply 100% with ISO/TS 16949 standards

Managed the development of a database that updated revision levels of quality documents per customer issues

Worked with plant team on writing 8D’s for late deliveries and part defects prior to submission to customer portals

Work closely with quality consultant on developing a company-wide quality audit system

Created Work Instruction template and implemented in weld shop to assure best practice training and sustainability

Managed a BMS Project Management system that tracked and monitored each project timeline via Microsoft Project

Led a corporate wide Quality Assurance project that revised/rewrote all control plans & work instructions and streamlined improved best practices throughout 6 facilities

APU Lean Manager/ Process Improvement Engineer Constellium / Novi, MI 05/2013-10/2014

Trained and developed 100% of all team leaders-to-production supervisors on Lean Manufacturing tools and concepts

Managed a team to improve the Plant KPIs by 67% to accomplish 5 out of 6 above target

Managed production and maintenance teams to elevate the plant OEE by 20% in only 3 months

Created and Managed a production reporting database that shows real time OEE per machine, every shift each day

Managed several CI Projects simultaneously in 2 facilities while managing the Lean Transformation

Created a TPM database that tracked machine PM’s which led to decreased machine downtime of 15%

Led plant training by providing leadership and employee development in Lean Principles and Root Cause Analysis

Trained supervisors on SAP production reporting tasks for all shifts at both plants for material management tasks

Managed an improvement suggestion system that utilizes the maintenance connection database for closure tracking

Developed and managed a plant metric system that tracks machine OEE and creates breakdown duration trend charts

Led Projects that utilized machine cycle times and takt time to determine plant layout for improved process flow

Designed Van Buren plant layout to house 100% of all Novi facilities machines for future plant combination project

Performed machine cycle time Analysis on welding cells, CNC machines, saws, and multi-stage transfer lines to get OEE

Led 5S Kaizen workshops to develop area leaders in the Lean Transformation

Implemented TPM on 2 plants in Novi and displayed progress on a visualization board

Trained and mentored team leaders and supervisors on 5 Why / Root Cause Analysis action plan meetings on the shop floor focused on resolving issues related to machine and quality performance improvements

Managed a logistics project on scanner labeling throughout plant integration that tracked incoming/outgoing material

Designed, installed, and implemented material flow improvements through material flow racks

Performed daily Kaizen events at flash board meetings, quality board reviews, and counter-measure board reviews

Re-designed work station layouts in lean Kaizen workshops using process maps & AutoCAD

Created and implemented transfer line cleaning process on 3 multi-stage transfer lines

Designed a scrap chute to eliminate aluminum scrap chips from accumulating at the base of the transfer line

Project Manager GPS / Oak Park, MI 11/2010-04/2013

Managed the Gap & Flush CI program consisting of 6 robot vision systems and integrated in to different plants

Integrated 6 different Projects into assembly plants (Final Assembly Line) located in US, CANADA, and MEXICO

Performed the best in-house Tooling buyoff for 2012 on the FRAP Hood & Deck lid Projects

Obtained 25% profit margins on FRAP’s CD391 Hood & Decklid lines by reducing installation/prove-out labor costs

Increased profit margins by 5% by utilizing lessons learned and integrating them in future validation methods

Generated over $1.5mm of revenue by implementing & negotiating over 100 design changes on the 6 VOW systems

Managed 6 project simultaneously; 2 at design stage, 2 at Prove-out phase, 2 at installation/integration in assembly plants

Controlled budget and met deadlines by outsourcing technical contractors for field service support

Traveled Domestically and Internationally to different plants to close open issues, motivate plant personnel to take ownership of the cell, and manage the closure system integration into the existing production system

Managed all closure system quality tasks for FRAP Hood & Deck lid Projects: drill hole study, CMM checks, dimensional certifications, sealer / mastic panel teardown studies, weld teardown studies, and all Safety buyoffs

Led team to write and submit 8D’s for work cell issues which occurred while in plants during prove-out phase

Lean Six Sigma Black Belt Project Manager (LSSBB Project) QMC / Livonia, MI 03/2010-11/2010

Created a 10-layer process map analysis from information that was extracted from the shop floor experts

Improved the Die Changeover time from a 118-minute average to a controlled 58-minute average

Led a team of LSS Black Belts who executed the DMAIC process to reduce die changeover times by 49%

Developed Standards for new die changeover process and integrated improvement changes 100% into the process

Developed a shop floor communication plan that uses a Visual Management - Andon board to stage future change overs

Used Minitab to analyze different processes, improvement idea clarification, and the final process measurement

Developed a 6 week readiness checklist that enhanced future planning and long term scheduling events

Created a two part process that enabled maximum output or improved Value Added operations due to absenteeism

Presented and met all project up-date deadlines and milestones to satisfy stakeholder buy-in and support

Used Ishikawa 4 &6 M fishbone and SIPOC diagrams for idea generation, and demonstrated through Pareto Charts

Developed Spaghetti Charts to maximize operational flow ideas and generate shop floor layout diagrams

Generated an Ease of Implementation Matrix that showed the improved idea’s level of execution vs. business impact

Developed a Cost / Benefits Analysis to verify all improvement idea spending and ROI

Lean Throughput Coordinator/Team Leader (Paint shop) Chrysler / Sterling Heights, MI 07/1992-06/2009

Tracked overall paint shop performance via Jobs Per Hour and Generated weekly throughput reports

Worked closely with maintenance department on improvement Projects to improve line flow and uptime

Promoted Lean tool implementation on team leader development

Trained Lean tool implementation on team leader development as part of the Lean TPS team who improved performance

EDUCATION

MBA in International Business Administration Baker College 09/2005- 08/2008

BS in Industrial Technology/Engineering Baker College 06/2002-06/2005

Associate of Applied Science/Vehicle Design Macomb Community College 09/1995-05/2001

CERTIFICATIONS

IATF 16949:2016 Requirements for Internal Auditors MMTC 04/2017 ISO/TS 16949:2009 Internal Auditor Training MMTC 01/2016

Storm Water Management-Industrial Site State of Michigan 05/2016

LSSBB / Program Management (PMP) Center for Professional Studies 01/2010-10/2010

Certified Lean Six Sigma Black Belt by the Innovative Solutions Group: Certification number: 1025

Master Certificate in Six Sigma Villanova University 12/2008-08/2009

Automotive Design (Layout) Bosca 08/1993-05/1994

Automotive Design (Automotive Tooling) Lewis and Hanke 01/1991-07/1991

AutoCAD (Tooling/2D) National Education Center 01/1990-01/1991

Contact this candidate