Engineering Transformational Executive

Ty Washington

Jamestown NC ***** 864-***-**** *******************@*****.***

Transformational Change Leader in Developing, Driving, and Delivering Organizational and Operational Excellence. Implement People Strategies, Continuous Improvement, and Technical Processes in Manufacturing and Engineering environments.

CAREER HIGHLIGHTS:

Implemented LMS (Lean Manufacturing Systems): Delivered Lean theory, principles, tools and to 7500+ employees. Led partnership and collaborative Change Board with Quality, Safety, Production, Engineering, and Supply Chain.

Manufacturing & Maintenance Cost Reduction (2014-17): $109 MillionCost Avoidance over 3 years through Employee Involvement Teams.

Organizational Learning & Delivery: (2012 – 2014) Manufacturing Engineering University: Developed, delivered, and managed ME Engineering Training Center. Partnered with LTD and TTC in developing instructors to reduce outsource cost of $1.5M+.

Get-To-Common Engineering System Project Development (2010- 2012): Led site integration of 15,000+ SOI, Engineering Applications, RIM, System Tools, and Employee Training Plan of 750+ teammates.

XPO Logistics, (contract)Greensboro, NC

Client Robotic Warehouse Tech, (October 2019 – March 2020)

Supported new client systems and robotic testing for Logistic transportation and development.Continuous Improvement methods, process tools, and ideas to meet and exceed company standards of training and development.

Developed audit process for logistic testing of new robotic systems and application.

Created and developed standard operating procedures and work instructions for supply chain teammates.

Interrogated and performed trouble-shooting metrics for performance matrix and RCCA implements.

Audited assigned SOPto identify potential process gaps and quality of robotic butlers.

Partnered with director, tech associates, and engineers to improvedevelopment and flow for Supply chain.

TEMPUR + SEALY, Trinity, NC

Global Product Engineer Leader, Contract TSG (April 2019 – November 2019)

Partner with team of GPE in Continuous Improvement methods, process tools, and ideas to meet and exceed company standards of manufacturing and development.

Developed audit process for CaCO3 in TSI Foam Samples. (Scheduling of TSI plant audits, modification of current SOP, utilize DMAIC tool for process improvement and to identify any measurement inaccuracy or deviation.)

Provided observation, recommendation, and plan to improve mattress packaging. Creating training process for technicians in handling packaging efforts with FedEx facilities. Travel to and partner with alternate TSI sites to assist in testing and shipping.

Evaluated CapEx project of LPX+ equipment to merit relocation, install, and calibrationfor future tensile testing.

Audit 7500+ GPC dataline items from a multi-year spreadsheet (ManBase) to reduce component redundancy.

Partner with lead GPE in compliance, FF (frustration-free), and packaging certification via AMZ guidelines.

Provide assistance and delivery of matt build requests, summary reports, and process gaps correction.

PLYMOUTH TUBE COMPANY, Salisbury, Md

Multi-Site Engineering Manager(January 2018 – December 2018)

Lead multi-disciplinary teams of Engineering, Tooling, Maintenance, and Environmental programs. Kaizen/Gemba events to identify Process Capability & Improvement, Financial Risk and Recovery, and Manufacturing Excellence.

Implement Continuous Improvement & Process Variability initiatives to reduce operational costs by $2M.

Facilitate Leadership 80/20 program to bridge gap between 70 Management &Production teammates.

Created Multi-Site Innovation event, HCIH Innovations, “How Can I Help” to promote internal talent and encourage Employee Engagement with Management Team and Facilities/Operations Team.

Developed and executed project and process plans, implemented procedures and sets operational goals.

Acquired resources for Kaizen projects and provided technical management for process improvements.

TJW LEADERSHIP SOLUTIONS, Charleston SC

Chief Transformational Officer (Owner/Operator) (April 2017 – January 2018)

Championed Teaming and Executive Training for Manufacturers, Leadership Teams, and Universities.

Triumph Aerostructures (Contracting for Gulfstream 650), Tulsa, OK

IPT Team/Industrial Engineering Development(November 2017 – January 2018)

Provided Leadership Tools in Quantitative Production investigation, identifying 394+ actionable Items for investigation, correction, and change to remove Production Constraints and increase Performance. Led Value Analysis and Process Improvement projects and KAIZEN events to Maximize KPIs, restructured S.I. planning to increase Rate Readiness.

Developed Tailored Strategies in Communication, Training, and Accountability.

Developed Leadership Boot Camps to navigate and improve Team Building Projects.

QCDSM Elements for Matured Manufacturing (Quality, Cost, Safety, Delivery, and Morale)

BOEING SOUTH CAROLINA, Charleston SC (3 Career Paths 2007-2017)

*Site Leader of Employee Operations/Lean Process Manufacturing (2014 – April 2017)

Developed& Delivered Teaming, Training, and Learning Strategies to over 350 Manufacturing, Engineering& Professional (Executive & HR) teams supporting 7500+ Teammates: Translated Organizational Vision, Site Strategies, and builds partnerships with Teams, Customers, Stakeholders, and Direct Reports. to facilitateactionable efforts with end-to-end solutions and business deliverables.

Standardized, Benchmarked, and Enhanced Employee Engagement Tools and Curriculum for fundamental and advanced learning techniques in Employee Involvement/Engagement, Safety, and LMS initiatives.

Created over $109M in Cost Avoidance/Savings over 5 year tenure via Teaming Process Improvement and High Volume Mfg.

Daily Facilitation and Training of 7500+ Site Teammates via (23) EI/LMS Coaches and Managers.

Experience interfacing with upper level management.

Diversity Initiatives: Revamped organizational structure and working practices to implement culturally diverse management & leadership teams to educate, embrace, and empower with diversity & inclusion tenets.

Cross Functional Partnership:Led 3 year site initiatives to compliment and promote Cultural Collaboration, Thought Leadership, & OE/OD in Manufacturing Development with RCCA, ROI & Continuous Improvement Innovation.

Global Leadership Influence:Inspire, Motivate, and Engage population to take ownership of their specific area of learning, to exceed schedule expectation, improve morale, and promote performance evolution through teammate and site maturity & innovation.

*Manufacturing Employee Involvement Team Leader (2013 – 2014)

Implemented and Developed Quarterly Leadership Training for Executive and Senior Managers, and monthly Leadership Training for Team Leads & First Line Managers achieving increased Site Engagement and Employee Value Added.

Increased Employee Engagement (and Involvement (between Manufacturing teams and 1st and 2nd Level Management (

Engaged Executive Leadership with benchmarked and creative improved programs of development to align and support core work force planning, system measurements, and process standardization.

*Site Project Manager/Sr. Engineer – Manufacturing Engineering (2007 – 2013)

Created Manufacturing Engineering University: Recruited, Managed and Developed team of talented high energy diverse and leading edge SME consultants to help provide academic and business process, strategic planning, organizational and curriculum design, team building, mentoring, coaching, and effectiveness across the site and enterprise.

Maintenance Management, Manufacturing Engineering,

Redefined budgetary spending allocation for ME organization, saving $5M+.

100% Go4Zero safety occurrences or incidents. Over 1500 direct and contract employees.

Negotiated maximized saving terms for tools per part contracts with 25 international vendors.

> $1M procurement savings per MBU, per quarter in production parts fabricated or reworked.

Led Outsourced Negotiations of $15M Cost Savings in Supplier Parts and Vendor Prototype Build.

Reduced training costs by 75%, saving annual $9M through Learning and Leading Center Development.

Directed Technical Advisory group

Led Quality, Compliance, R/D and Productivity MBUsforEngineering and Productionsorganizationto implement Systemic Process Improvement($250k per unit/per qtr) to exceed departmental & organizational performance goals.

Led Sr. Engineering and Production MRO group in Tool Fabrication, Build Integration, and Planning Repair/Rework.

Developed and Deployed OJT via informal, formal, and JIT learning builds that successfully implemented training technique for preventative maintenance and repair/refab/remanufacture of parts and/or tooling for maximized performance via PLC system.

Promoted employee recognition and created a change culture to retain a skilled and motivated workforce.

OTHER Industrial Engineering roles at legacy companies including VOUGHT AEROSPACE and GENERAL ELECTRIC, prior to 2007

Restructured Part Alignment: Identified surplus parts/part shortages and reallocated through system maintenance.

Partnered with Production: Maintained and improved delivery of work schedule and SOW timeline cell to cell.

Provided Production direction: Developed financial forecast, budget allocation, and manufacturing control station reconfiguration.

Kaizen/Development in Maintenance: Electrical, Servo, and Robotic KPI development for site improvement actions/cost reduction.

TIME & MOTION STUDIES PROJECTS

Boeing: Time and Motion Study –

Gather data identifying gaps in assembly of parts placed in specific cells (Time variance in Shift/Emp)

Fuselageassembly movement from Cell to Cell (0-30)

Gemba Walk and Kaizen Event

Value Added: Save time, inventory control, reduced non-conformance, Cost Savings Labor $1M

Plymouth Tube: Stainless Steel Tube Draw (pulling assessment)

Operations Time, start to finish per original SOP vs Modified SOP

Gauge Time study Efficiency to Modified (New) SOP

Defining Operator versus Machine (Equipment)Value Added: Identified need for training / required new and repair equipment / Cost Savings = $300K over 2mths

Triumph Aerostructures: Gulfstream Wing Integration Time and Motion

Scope: To define operational efficiency in Wing assembly

Assigned 10 Industrial Engineers to assess time per operation in assembly

Identify gaps in movement/Lean ideas to remove waste, operator movement, tool placement, & kits instead of parts

Identify shifting of assemblies per wing production with JIT movement set-up.

Value Added: Save time, Cost in manufacturing assembly versus parts, and reduced downtime per shift

COMMUNITY ACTIVITIES

CHOSEN LIFE (Non-Profit), Charleston, Columbia SC, Charlotte NC, and Greensboro NC

CEO/Operations GM (1996 – Present)

Dynamic Senior Leader of Culturally Charged Organization providing Life instruction, spiritual enrichment, and community development. Facilitate Recruitment; Delegate Authority to secondary leadership to execute organizational plan. Provide business direction, financial forecast, budget allocation, and organizational vision.

Motivational Speaking Engagements, Video Conferencing, and One-To-One meetings.

EDUCATION

Executive Education CertificateLeadership Excellence -USC,Columbia, SC -2017

Executive Education Certificate Project Management- USC,Columbia, SC - 2017

Executive Education Certificate Leveraging Leadership – UNC,Charlotte, NC – 2016

Bachelor of Arts, Christian Ministry –CTBI Carolina Theological Bible Institute, 1999

MBA- Engineering& Project Management–Granttown University Online, 2012 (School Closed)

Doctorate -Organizational Leadership –Granttown University Online, 2013 (School Closed)

Honors and Awards: Christian Divinity/Education – Doctorate, CTBI Carolina Theological Bible Institute, 2000

Coursework:Mechanical Engineering, SCSU South Carolina State University, North Carolina A&T, 1988-93

CONTINUOUS IMPROVEMENT

Lean Management Systems & Tools

Kaizen, Gemba, and CI Org Culture

Change Management Champion

Value Stream Management

LEADERSHIP

Leadership Development Instruction

Site Lead for QCDSM Engineering/Lean

RCCA, 5Y, A3, TPM, KPI & SMED events

Multi-Site Organizational Management

EMPLOYEE ENGAGEMENT

Lead Team KPIs & Site Evaluations

Develop Cross Functional Leadership

Engineering, Supply Chain, Mfg

KAIZEN, GEMBA, & HOSHIN KANRI

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