Manager Social Media

JOSEPH B (JOE) JOHNSON

**** ******** ***** ******, ** 29150

PO BOX 2701 Sumter, SC 29151

Email:********@*****.***

LinkedIn Profile: www.linkedin.com/in/joe-johnson-msc-cssmbb-309b577

Mobile: 803-***-****

Boots on the ground Continuous Improvement/Operational Excellence Leader increases top line growth, reduces bottom line cost and improves operational efficiency to connect the Voice-of-the Customer to the Voice-of-Business not the Business-of-Quality.

PROCESS VALUE-ADDED EXPERIENCE

10/ 2011-now Senior Lean Consultant, WORLD COMPETITION CONSULTANTS, Maryville, TN

Global Business Consulting firm delivering quantifiable and sustainable financial results for manufacturing and service businesses (Reason for leaving President suddenly passed away left no succession plan)

CLIENTS:

CLARCOR Air Filtration Products NYSE $1.9 Billion diversified auto/truck oil filters, home air filtration, clean room electronic air filtration, manufacturing packaging and distribution company, 11 U.S. and international locations with over 10,000 SKU's

Responsible for managing 11 Plant Managers to achieve the target cost saving of $10,000,000 sustainable cost savings.

Developed world class manufacturing solutions that ensured success with:

Human Resources

●Conducted platform and video training classes for 840 employees to train in implementing lean and six sigma tools.

Materials Manager and Plant Planner/ Scheduler

●Eliminated the need to keep $12,000,000 of finished goods on hand by implementing Just-In-Time and using Water Spider Kansans

Maintenance Manager and Mechanics

●Enhanced overall equipment effectiveness (OEE) by slashing machine downtime from 8% to less than 1% by implementing a Total Preventive Maintenance System.

Plant Manager, Manufacturing Engineer, Shift Production Supervisors, Group and Line Leaders in a GMP International union environment

●Reduced cycle times 25% by drafting value stream and detail process maps to conduct workflow analysis of the current high speed/high volume air filter rotary pleating machine operations using NCH Suite

●Led Kaizen Events and implemented Standard Operating Procedures that eliminated non-value adding activities with Key Performance Drivers plus included OSHA regulations compliance.

●UL SQS Inc. certified Clarcor ISO-9001:2015 in eight (8) weeks first time.

● Due to my team’s efforts (8) Black Belts achieved sustainable cost savings of $15,000,000 and Parker Hannifin bought the company

Domtar Paper Mill:

Over the last 2 months Air Dried Metric Tons per day down from an average of 1100 ADMT/day to 1000 ADMT/day

Mill bleaching chemical consumption increased chemical cost $5/ADMT

Demand remained steady and the mill is falling behind in satisfying the current demand

Solutions:

Bleach Control System automated consisting of temperature control, correct amount and strength measurements

Key Performance Indices:

TAKT time, machine uptime, cycle time adherence

Implemented Standard Work Activities for all operations

Recaptured $1.2 million in bleach savings.

Radian Group (Philadelphia, PA) a $272 million provider of mortgages and private mortgage insurance wanted to streamline operations.

●Presented to the Director of Operation Improvements (SIPOC) Supplier, Input, Process, Output, Customer diagram that illustrated non-value office sales process transaction activities that decrease document completion time 30% saving $100,000 in labor costs.

4/2008-10/2011 Owner, J-EXCELL Newark, DE (Reason for leaving to apply education)

Built and ran profitable online advertising enterprise specializing in exotic and upscale necklaces, rings, watches, earrings, bracelets, flowers, free trails, DVD's, teeth whitening and travel through social media and search engine optimization. Actively managed all business functions including marketing and advertising, business development, sales and financial planning.

1/2005 to 4/2008 Lean Project Manager LOWES Company Inc. Mooresville, NC (Reason for leaving contract expired)

NYSE ($48,200,000,000 Home Improvement Company)

Hired to eliminate customer complaints due to third party manufacturing supplier quality and delivery issues. (2800 employees in four manufacturing facilities generating high-end build to order Kitchen and Bath Cabinet sales $240,000,000)

● Guided the four plant operations from an 8% customer reject quality to less than

1% using strategy from Database Analysis, Cause & Effect Diagrams, Scatter Diagrams, Control Charts and Root /Cause Analysis for the (PDCA) Plan Do Check, Act Deming circle/cycle/wheel.

•Slashed late shipments to customers from 11% to 0% obtaining 100% on-time delivery by scheduling to the constraint of the staining oven.

•Recaptured $80,000 in replacement and $200,000 in rework cost for four plants and customer confidence was restored

12/1998 to 1/2005 Senior Lean Manager MAR MAC CONSTRUCTION PRODUCTS CO., INC, McBee, SC ($320,000,000 manufacturing, distribution and warehousing of concrete joint products for round, arched, elliptical and culvert pipes) (Reason for leaving Dupont purchased the company and downsized)

•Implemented order accuracy, production pick rate and order cycle times metrics for the distribution centers that increased the Customer Fill Rate from 96% to 100%.

•Eliminated aisle bottlenecks for pickers and forklift operators by scheduling orders that eliminated time wasted waiting until the picker or forklift operator cleared the aisle due to space constraints.

•Rolled out and validated the Mar Mac Manufacturing Production System with lean performance scores and driver metrics (People-Output per labor hour, Direct labor per unit, Indirect labor per unit, Overhead cost per unit, Process-

Setup time, On time delivery, Reject rate, Rework cost, First pass quality, Cycle time, Machine down time, Material scrap) using running LED displays and posted graph charts assuring attainment of business goals for 10 sales offices and 4 U.S., Xian China and Juarez Mexico manufacturing facilities.

This endeavor provided permanent cost savings of $15,000,000 annually.

•Championed transactional improvements by technology transfer to e-commerce by licensing the Sterling Commerce Internet interactive ordering system integrating it with the Great Plains/SAP solution running on an IBM AS/400, increasing family line earnings by 30% (Round 6%, Arched 8%, Elliptical 11% and Culvert 5%) allowing customers to place, change and monitor their orders 24/7 on the secured interactive website without speaking to a person.

06/1998-12/1998 PROGRAM MANAGER BaaN AUTOMOTIVE, Southfield, MI (Reason for leaving company career advancement))

($90,000,000 division of BaaN Inc Swedish manufacturer of engines for GMC, Freightliners, Mac Trucks, GM, Ford and Chrysler). Merged acquisition synergies from Echlin Inc into Dana Inc in an AFL-CIO union environment by:

•Increasing product throughput 75% for electro-mechanical assemblies, by employing cell layout, 5S, line balancing, standard work, takt time efficiency displays, and Water Spider Kanban.

•Enhancing cash flow $3,000,000 and shrank inventory levels 80%, by establishing an effective JIT Material Pull Production System based upon actual not MRP forecast sales.

•Training operators in Single Minute Exchange Die techniques in 28 plants.

•Decreasing changeover times 90%, saving the company $83,200 in nonproductive annual hourly wages for 40 operators, and recovered 2,080 annual hours in idle machine times.

02/1997 to 06/1998 CLIENT MANAGER GLOVIA, Saddle brook,NJ

(Reason for leaving Fujitsu purchased company and downsized)

($250,000,000 JV between McDonnell Douglas and Fujitsu that developed enterprise application software and performed operational improvement consulting.) Six Sigma Black Belt Project for Black Belt Certification. Collaborated with the stakeholders of Worthington Industries in a Sheet Metal Working union environment by:

●Conducting and leading 40 cross-functional teams, made up of front-line associates to site leaders at 33 European and U.S. sites in 20 Kaizen 3-day events

●Modifying process flows and eliminated waste accumulating $10,000,000 in cost savings

●Revising a 12 person mig-welding operation to robot welding, saving $1,500,000 annually in labor, welding gases and cylinder costs.

EDUCATION & AFFILIATIONS

•Holds MSc in Management Walden University

GPA: 3.6/4.0

•Earned BSTM in Production and Operations Management DeVry University

Academic Achievement: Dean’s List

Accepted into the Alpha Sigma Lambda, national honor society

●Institute for Operational Excellence

●Lean Benchmarking Association

●Institute for Lean Systems

●Society of Manufacturing Engineers

●Institute For Healthcare Improvement (IHI)

●Lean Enterprise Institute

●Association for Manufacturing Engineers

●Data Science Central

●Harvard Business Review Council

CLASS ROOM TRAINING

Lean Enterprise Institute, Cambridge, MA

●Lean Leadership ●Toyota Production System

●Lean Product and Process Development ●Conducting Kaizen Events

●Lean Maintenance Systems ●Visual Controls

●Value Stream mapping ●Standard Work Activities

●Lean Information Technology ●Total Preventive Maintenance

●Made-To-Order Lean ●Lean Office

CERTIFICATION

Six Sigma Master Black Belt Expert Rating #2516156

. Six Sigma Lean Management Expert Rating #2469343

Six Sigma Black Belt Fujitsu

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