Manager Safety

Randell G. Adams

Summerville, SC ***** 304-***-**** *******@*****.***

Manufacturing & Production Operations: Manager, Supervisor, Group Leader

Over 20 years of leadership experience in production and facilities management in manufacturing, including a record of success in reaching quality, cost, productivity, and safety objectives

Contributions To: Cost Savings; Defect Reduction; ISO 14001; Stable Level for SSR

Silver Level Awards: 5S; Cutting Point Management; Ownership Maintenance

OVERVIEW:

Quality-driven leader with a strong background in high volume manufacturing environments, including extensive experience in automotive manufacturing and transferable management skills.

Collaborative and motivational manager who can manage cross-functional teams, build successful relationships with internal and external team members, and manage production processes effectively.

Proven record of improving manufacturing operations through creating quality and safety strategies, building structured environments for success, developing staff roles and responsibilities, and optimizing team performance. Excellent project manager who develops and executes successful project timelines.

KNOWLEDGE & SKILL AREAS:

Continuous Process Improvement Project Management Quality Assurance/Six Sigma Outsourcing Manufacturing Preventative Maintenance Procedures Kaizen & Jishuken Methodologies Cross-Functional Team Leadership Total Quality Management (TQM) Job Instruction Sheets & Staff Training ISO 9001 & 14001 Toyota Production System (TPS) Maximo (CMMS) Super User Floor Management Data System (FMDS) HVAC System Operations Chiller Plant Operations Fire Protection Systems Waste Water Treatment Operations Building Maintenance Systems (BMS) Compressed Air Plant Systems Takt Change

Professional Experience

Mercedes-Benz Vans – Ladson, SC – 2019 – Present

E5 Level Assembly Group Leader

Serving as a line manager for the final assembly line, wheel alignment and Dyno processes. Managing 30+ team members with four team leads. Ensuring standard work is being performed by observation and auditing regularly. Performing safety audits, safety communications and daily team meetings. Monitoring daily production, meeting and exceeding KPI’s through continuous improvement. Giving corrective feedback when needed to maintain a safe and productive environment conducive to success of the team members and company. Mentoring team members leading by example, communications, and team participation to create and maintain a positive and focused team to create a high quality vehicle free of defects.

WESTERN EXTRUSIONS – Lewisville, TX - 2018 – 2019

Facility comprised of 27 square acres, with a team of 800 team members.

Department Manager, Packing Department

Served as a manager overseeing a team of 150 FTEs, includes four supervisors and five foremen. Ensuring proper packaging, quality and safety are maintained through auditing and corrective feedback. Monitor departmental KPI’s and metrics, improving work processes through PDCA, initiate kaizens to improve work conditions and work environment. Utilize TPS to be quality and cost conscious through continuous improvement.

Improved department safety record 2 consecutive years – reduced incidents by 87%

Increased production output by 20% - as measured by number of units produced hour; per shift

Organizational recognition for team morale improvement

TOYOTA MOTOR MANUFACTURING – Buffalo, WV – 1998-2018

Facility comprised of 2 plants across 43 square acres, with a team of 1,500 and $5 billion in annual sales.

Production Group Leader, 6 Cylinder Block & Con-Rod Machining (2017-2018)

Serve as a middle management team member, overseeing a team of 11 FTEs that includes multiple team leaders. Maintain a safe, productive working environment through continual monitoring and corrective feedback. Conduct quality, lock-out standard work audits regularly to ensure adherence to company standards. Utilize Floor Management Data System (FMDS) board to illustrate current conditions and measure against departmental Key Performance Indicators (KPIs).

Generated $1,600 in daily savings by eliminating excess scrap of blocks and accessory parts through use of Kaizen methodology on QC station.

Eliminated non-positive ergonomic elements through implementing use of Kaizen principles on final visual inspection station.

Captured $2,900 in savings per headcount by working directly with outside vendor on refurbishment of hone heads (vs. replacement with new heads).

Earned performance awards that included Silver Level 5S and Silver Level Cutting Point Management.

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Production Group Leader, 6 Speed Automatic Transmission Final Assembly (2014-2017)

Led, mentored, and coached team of 2 front-line team leaders and 14 operational FTEs through various manufacturing and production activities, with a focus on quality and safety objectives. Conducted regular audits to ensure adherence to Toyota’s standards of work.

Produced cost savings of $80,000 annually by eliminating island process on assembly line without full work by adding work elements to other processes.

Implemented previously non-existent vision to a process, leading to elimination of customer outflow defects and a rank up on the quality assurance network from C-rank to B-rank.

Received performance awards that included Silver Level 5S and Silver Level Ownership Maintenance.

Production Group Leader, Facilities & Tool Regrind (2010-2014)

Served as a middle-management supervisor in the Facilities department, directing a team of 2 front-line team leaders and 8 operational FTEs. Held full accountability for monitoring all building maintenance systems, including plant temps. Produced quality compressed air, wrote job instruction sheets, and managed work orders.

Instituted preventive maintenance procedures, ensuring adherence to permit limits when discharging treated waste water from machining lines. Oversaw the tool sharpening function, including timely delivery of rebuilt cutters to machining lines. Performed root cause analysis on tool failures, communicating results to internal departments.

Created Master Maintenance Plans (MMPs) on critical plant equipment by working jointly with other North American Toyota plants.

Assisted the company in reaching Stable Level for Shop Self Reliance (SRR) as a key member within the Facilities department.

Achieved $11,000 in annual cost savings by implementing HVAC filter Kaizen.

Team Leader, Building Facilities (1998-2010)

Supervised 4 FTEs and trained team members on work procedures as a front-line Team Leader. Developed job instruction sheets and preventative maintenance procedures. Worked closely with inter-departmental groups, external vendors, and contractors on various activities. Maintained environmental compliance of WWTP discharge permit limits. Inspected and tested fire protection systems, performing troubleshooting as needed. Led various projects during scheduled plant shut-downs.

Maintained a consistent record of meeting and exceeding goals within a facility spanning 43 acres with minimal staffing, including effective management of outsourced vendor activities.

Contributed to the facility reaching Stable Level for Shop Self Reliance (SRR) and represented the company at North American Facilities conferences.

Education & Credentials

B.S. in Organizational Leadership, in process– UNIVERSITY OF CHARLESTON – Charleston, WV / 3.7 G.P.A.

Professional Training – Leadership Courses: Diversity & Inclusion I & II; Workplace Harassment; Sexual Harassment

Certifications – EMT, Hazmat, Basic Fire Fighter, CPR, First Aid, Certified Crane Operator

Technology Summary – Microsoft Outlook, Excel, PowerPoint, Word; Maximo (CMMS)

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