Assistant Value Stream Manager

Self-Managing, Detail Oriented Manufacturing Leader

Loyal, hardworking, self-starter, with 15+ years of supervisory and management experience. Strong desire to find and accept new challenges in order to continue growing a successful career. Exemplary record within the company has enabled the ability to move up the chain of command and learn new and innovative manufacturing skills along the way. Known for being honest, fair, and empathetic.

Lean Manufacturing

Project Management

Manufacturing Process Improvement

Cost Controls

Production Scheduling

Plant Operations

Quoting & Reconciling

Strategic Capacity Planning

Inventory Management

Adaptable, and works well under pressure.

Career Highlights

Continuous Improvement

Led a Kaizen event for 3 automated drawer welders, resulting in a productivity gain of 42%, 16 safety improvements, and TPM schedule instituted.

Led a scrap reduction event, with a 15% reduction from the bottom line on a 55,000-ton early usage via process, changing of policies, and quality improvements, TPM scheduling, and material handling changes.

Participated on a Six Sigma team to reduce part fall off in the paint lines, reducing DPM by 59% with no additional capital needed through best practices and procedure improvements.

Cost Controls

Part of a 5-person team to budget, plan, and implement a $1.5M upgrade on an automated line, with 15% productivity gain and reducing manpower by 25%.

Involved on a team to reduce or eliminate 10 Fork-Trucks. This is done by instituting alternative options such as Tugger routes and hand-held material movers.

Charged with saving $400K in annual costs off of the bottom line via process improvements, tooling, and other initiatives. Exceeded this goal by over 200%.

Project Management

Oversaw a 1-year long project from quoting to installation to upgrade the Slitter cranes. This upgrade was 1.2% of the steel material spend in 2018.

Currently overseeing the purchasing and the implementing of 3 separate 3D scanners. This includes the purchase of the equipment, the planning with IT on the software and WIFI integration, and the installation and implementation of the scanners. Out of the Industry 4.0 budget this project is 8.2%, with a 2.2-year payback.

Led the purchase and implementation of 2 roll formers to reduce the number of secondary press operations needed. Both parts off this roll formers are used on 65% of the product produced.

Currently working on 4 major projects other than the ones listed above. This requires me to be organized, work well under pressure, and must have flexibility on the work load.

Quoting & Reconciling

Quoted, ordered and received 20+ tools over a 2-year period, ranging from progressive complete, blanking, and secondary forming from up to 5 different vendors.

Quoted an overhead bridge crane system for 2 auto press cells from 4 vendors. Vested out the contracts awarded the bid winner.

Professional Experience

Stanley Black & Decker Corporation, Sedalia, MO 1993-Present

Assistant Value Stream Manager (2016-Present)

Direct leadership of a team of 16, including 1 direct report, that responsible for applying Lean principles on a production line producing components for consumer steel products and tools. Engaging in daily scheduling meetings, staff meetings, and weekly Gemba walks. Having set goals that includes leading cost reduction efforts and increasing strategic production capacity with a $1.2M budget.

Led the selection process for a new industrial press, including research, purchasing, installation, and commissioning.

Oversaw the outsourcing of components to subcontracted manufacturers, shipping of materials, and receiving of components from 6 vendors.

Managed weekly inventories of master coils, slit coils, and EPS (Styrofoam), including managing daily shipments of materials.

Participated as a key player in the liquidation of 2 pieces of capital equipment in order to acquire replacement equipment to increase production capabilities.

Delegate Superintendent (2013-2016)

Direct leadership of a team of 90+ in directs and 6 directs, across that were responsible for manufacturing operations in a steel component production facility. Overseeing multiple operational areas including EPS, steel slitting, stamping and forming presses, roll forming operations, and flexible equipment operations. Duties included daily communications across 3 shifts, productivity reporting, personnel issues, coaching, and driving cost control.

Along with the duties listed below had the added duties of the EPS and the Slitter. Duties included scheduling the day to day based on requirements, scheduling of the weekly deliveries of resin and steel from the vendors.

Assess the career plans for the indirect and direct employees and develop plan for implementation.

Manage and report the daily CPI.s as relate to the plant’s goals. Safety, productivity, delivery, and cost. Use this data to make decisions for future projects, labor efficiency, new equipment, and process changes.

Production Supervisor (2006-2013)

Direct leadership of a team of 25, including 3 direct reports, that were responsible for manufacturing operations in a steel component production facility. Duties included daily communications across 3 shifts, productivity reporting, personnel issues, coaching, and driving cost control.

Developed and implemented a new day-to-day scheduling system that was visible to frontline operators, allowing more seamless production capabilities.

Instituted a Kanban system for high running components in order to phase out a legacy made to order (MTO) system. Used MS Office (Excel) to audit process validity.

Led the supervision team of 3 for the 5S measure for repainting and marking critical press components for 3 shifts.

Participated as a member of a 5 man, cross-functional team in the upgrade of an automated welding line.

Continuous Improvement Champion (2005-2006)

Led weekly Kaizen events with various, rotating teams. This included conducting Kaizen training prior to the event(s) prior to execution. Primary responsibilities of this role were to drive cost savings and increase health and safety culture (EHS) and ergonomic improvements.

Coaching new employees on process and the benefits of Lean Manufacturing, helping them overcome internal biases favoring the “old ways”. This type of team development help with the culture of the plant.

Assisted employees in engaging in the change process by develop methods to allow them to have a voice and be proactively involved in the decision making.

Added a Lean Manufacturing game to the training program that illustrated goals of the program in order to facilitate adoption and reduce resistance change. Works well under pressure as these events usually had to multi task several events at the same time.

Other Relevant Positions Prior to 2005

Group Leader – Weld Setup – Welder, Production Line

Education & Certifications

Colorado Technical University, Colorado Springs, CO, AS, General Studies.

The Experience, Management Bootcamp.

Advanced Manufacturing Specialist Training Program, Lean Enterprise, Business Leadership, Six Sigma.

Tool Tech I & II, State Fair Community College.

Industrial Safety, 29 CFR, Part 1910, OSHA Standards.

Six Sigma Green Belt Certification.

Forklift and stand up lift certified by Stanley Black and Decker.

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