Manager Lean

Daniel J. Weigel

Burton, OH ***** ● 440-***-**** ● ***********@*****.*** ● https://www.linkedin.com/in/imdanim/

Continuous Improvement Leader – Operations Management

Master Black Belt

Manager and leader with extensive operations experience and a demonstrated ability to achieve results through development and implementation of LEAN / SIX SIGMA initiatives. Trained and led teams as a Certified Master Black Belt in Lean and Black Belt in Six Sigma implementing solutions, delivering savings and reducing cost.

Lean Transformation 5-S Culture Visual Controls

Value Stream Mapping Kaizen TPM

Safety Culture Standard Work DMAIC

Professional Experience

MATERION, Mayfield Hts, OH May 2019 to December 2019

A multinational company specializing in high-performance engineered materials supplying the military, aerospace, electronics and medical industries.

Lean Master Black Belt

Lead Lean Action Team (LAT). Identify continuous improvement projects through Value Stream Mapping. Lead continuous improvement projects.

Led kaizen team that implemented a pull system and reduces inventory by $2,000,000.

Managed workplace organization projects and TPM projects that reduced cost of oil leaks by 30%.

LAIRD, Warren, OH August 2013 to May 2019

World’s leading designer and manufacturer of wireless systems supplying aerospace, defense, industrial & rail industries.

Continuous Improvement Manager for the Wireless, Automation and Controls Solutions Division (WACS)

Develop and lead the continuous improvement culture for the WACS division

As Chairman of the Laird North American / European Continuous Improvement Steering Committee created the Lean and Six Sigma certification requirements encouraging the Laird continuous improvement culture.

Relocation of operations from Sharpsville, PA to Warren, OH allowing the application of lean principles to every aspect of the business.

Implemented visual Kanban and eliminated scheduling wait time improving cycle time by 22%

Moved the storage of tools, components and information to the point of use improving output by 33%

Reduced part travel distance 43% by creating cellular manufacturing and eliminating unnecessary staging.

Sales per labor hour improved 30%

H C STARCK, Euclid, OH June 2009 to August 2013

Manufacturer of high-tech metal products supplying the military, aerospace, electronic and medical industries.

Manager Global Lean and Six Sigma, Fabricated Products Division (FPR)

Develop and lead the continuous improvement culture for the FPR division

Chairman of the HC Starck Safety Committee

Championed a Six Sigma project that reduced plant energy cost by 50% from $1,000,000 to $500,000. This was accomplished by improving furnace components, fixing leaks and replacing hydrogen use with nitrogen.

Led the implementation of Lean Systems and Six Sigma in 6 Fabricated Products Division plants. Trained over 200 associates who conducted over 300 projects.

Facilitated 2 kaizen projects per month leading to savings greater than 1.5% of revenue.

Recognition

Finalist in Industry Weeks Best Plants in North America, Feature Article in isixsigma.com, winner of UTC Supplier Gold Awar

THE GOODYEAR TIRE & RUBBER COMPANY, Akron, OH December 2007 to June 2009

$19.6 billion global manufacturer of tires.

Continuous Improvement Champion, North American Tire Commercial Group

Job Description: Responsible for Training the Goodyear workforce on continuous improvement culture, identifying and leading continuous improvement projects.

Provided vision for Lean and Six Sigma efforts and the mentoring of leaders and teams in process improvements and redesign efforts across the entire value stream.

Led and facilitated dedicated Continuous Improvement resources, developing team leaders and team members’ proficiency in Lean principles.

Responsible for 4 plants 4 CI managers and 15 CI specialists.

Standardized Value Stream Mapping process. Improved customer responsiveness by reducing changeover time 74%.

Moved organization toward achieving world class levels of productivity, quality, and customer responsiveness.

FREUDENBERG-NOK, Plymouth, MI March 1999 to December 2007

Manufacturer with a background in chemicals, polymers, and rubber products specializing in automotive sealing, automotive vibration, and general industrial.

Responsibilities: Develop Lean training materials and lead kaizen projects

Corporate GROWTTH Manager (Get Rid of Waste Through Team Harmony)

Led DMAIC projects / Mentored Six Sigma Green Belts

Led organizations’ Lean Systems implementation including 30 plants in North America.

Improved profitability of Mexico plant by applying Lean principles, freeing up space and attracting new business.

Awarded Shingo Prize.

Additional Relevant Experience

Founder and Chairman of the Laird Safety Committee

Lean System Development Engineer, Freudenberg-NOK, Plymouth, MI

President & Lean Systems Consultant, Williams, Weigel and Associates, Inc. Chardon, OH

Production Manager, Michigan Automotive Compressor, Inc. (MACI) a Nippondenso & Toyota joint venture, Parma, MI

Education

Bachelor of Arts, BA, Management, Spring Arbor University, Spring Arbor, MI

Associate of Arts, Liberal Arts, Lakeland College, Mentor, OH, 1986

Professional Development

Lean, Six Sigma Master Black Belt, Kent State University

Dale Carnegie Public Speaking and Human Relations Course Graduate

Winner of Dale Carnegie Highest Achievement Award

Professional Organizations

Chairman, of the Laird & HC Starck Safety Committee, 2010 & 2014

Encore of North East Ohio

Manufacturing Extension Partnership of Ohio

Key-note Speaker, International Rubber Molding Conference

Key-note Speaker, International Rubber and Gasket Conference

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