Stephen J. Long

Business, Manufacturing, Human Resources, Machine Technology, Developmental Training, Quality, Safety

admqyy@r.postjobfree.com 757-***-**** http://www.linkedin.com/in/stephen-long-252b7265

MANUFACTURING INDUSTRY EXECUTIVE

- Respected, driven, ethical, and highly keen on open communication professional with a strong focus on maximizing available resources in order to safely produce quality products on time while beating cost goals.

- Business development, management skills, technical guidance, experience leading and directing all aspects of high and low volume processes, manual, CNC, and robotic systems in 24/7 continuous operations, create effective planning with ranking Executives while sharing these visions with engineering, direct & indirect reports, creating new business opportunities by leveraging existing resources, streamlining and documenting processes, using proven analytical forecasting by use of Statistical Process Controls.

- Strong customer engagement skills with an “All hands on Deck” approach to resolution of issues.

Core competencies include:

Development of Strategic direction, planning, and tracking - open communication - leading process improvements - Business planning - Operations team development - passion for relationship management – Front line support - strong analytical and problem solving skills - team building – strong experience with new processes introduction - excellent verbal and written communication skills – culture coaching and mentoring - significant leadership roles - proposals - consultative - customer engagement - track record of due diligence and success - strong negotiating and interpersonal skills - detailed ISO 9001:2015, 13485:2013, 14001:2015, R2:2013, OSHA’s 18001:2007 management development skills - business acumen - Human Resources attributes - Manufacturing processes – Versatility – Agile owner - CAPA

SELECTED ACHIEVEMENTS

•Transformed several manufacturing divisions from financially failing events to strategic successes that thrived and drove further business development and sales expansion opportunities by being creative and innovative.

•Lead development of training and manufacturing strategies.

•Trained, mentored, and coached management, salary, and hourly team members to think outside the box for their own growth and safety.

•Lead team that implemented a voice recognition system that is over 99% effective (industry standard is 40%). Implementation virtually eliminated all human errors which averaged 150 per shift and reduced rework elimination manpower by 99.98% thereby reducing manpower by 62%.

•Lead team that improved Customer Satisfaction from the worst facility (out of 12) to the best facility.

•Successfully lead several New Product Introduction Divisions that met or surpassed all targets.

•Supported development for hierarchical positions milestones that need to be met by grade and time in order to proceed to being considered for the “next step”. This standardized HR criteria across the campus.

•Active member for establishing an in-house State of Virginia certified apprenticeship program.

•Responsible for group that utilized proprietary cleaning chemicals and process that lead to wining the Virginia State Award for being environmentally friendly.

•Leveraged in-house knowledge and relationships that delivered to multiple manufacturing and repair facilities proprietary methods for testing and repair, corrective systems which reduced Turn-Around-Time to less than one-seventh of the old system (From seven days to one).

•In a safe, fast paced environment consistently exceeded Quality and Throughput targets by utilizing SPC controls, training our Team Members, ensured appropriate resource administration, allocation of staffing, supplies and logistics by producing budget and expense plans based on customer forecasts, strong business acumen, implementing effective maintenance programs while maintaining service quality.

PROFFESIONAL EXPERIENCE

Canon Virginia Inc.

Human Resources, Quality Assurance, Diversification & Inclusion, Recruitment & Development Management, 05/2019 – 06/2020

From a manufacturing perspective we reinvented the recruiting with a keen eye on D&I, on-boarding, and training systems.

- Reinvented the training curriculum by creating interactive systems that improved member engagement and promoted team building.

- Reduced new hire “up to speed” time 74% from 6 weeks to 1.3 weeks.

- Created and implemented a Train the Trainer program. This created more opportunities for each SME’s professional growth.

Finalized implementation of the QMS System. Goal was to dovetail the HR activity with the METC documentation which eliminated all conflicting systems due organizational “silo effect”.

Improved the company “Go Green” implementation by going paperless and reduced storage space needs by over 80,000sq/ft., which now can be Value Added space for manufacturing opportunities.

Database is utilized to store all ISO documentation that supports the QMS system so trends are analyzed, reviewed, and corrective actions are implemented prior to a failure occurring.

Spearheaded and drove implementation of a single source system that integrates all data sources, creates SPC output that is exceptionally user friendly. This also created an ISO approved document control system.

Canon Virginia Inc.

Manufacturing Engineering Technical Center (METC) Management 09/2015 – 05/2019

Responsible for “next stepping” a division that had stagnated. This is now a cross functional group consisting of IT, QA, QC, QMS, PE, SE, ME, & Manufacturing groups.

-Improved communication & eliminated wastes, sped up delivery cycles (was 45 days, now 6 days).

-Drove prioritized activities so resources are allocated efficiently.

-As the Agile system owner I lead system development that would be utilized campus wide.

How did we do this?

-With a Vision

oShared The Vision with top management, a presentation detailing the scale, target timeline, budget, and resources required to complete an effective system.

oShared assessment data utilizing programs such as PowerPoint, Word, Project, & Excel.

-Created a campus wide team that started with top management down to SME’s. This not only improved ownership but created buy-in and gave the development team the depth of knowledge to critically assess all inputs.

-Flowed best practices into a VSM so no wasteful activities occurred. (LEAN, QMS, etc.)

-At each milestone status, course corrections were made as needed.

-Measured and documented Environmental impact improvements (going paperless, 1st Pass Yield improvement).

-Mentoring and coaching the team was a huge part of this activity.

Canon Virginia Inc.

Printed Circuit Board Division Management 03/2014 - 09/2019

-New Customer Service introduction PBC repairs.

-Guided team to prioritize work responsibilities, monitoring methods and frequencies.

-Investigated customer complaint investigations and feedback. Virtually eliminated all customer complaints.

-Reduced customer down time from months to same day service.

-Reduced PCB cost to the customer by 40% and company costs by 63%.

Canon Virginia Inc.

Camera & Video Division Management 03/2013 - 09/2015

This was a new position & was developed due to internal and extern customer complaint issues. Multiple roles (QA/QC, MFG, Production Control, HR, etc.) were held at one time, many were intermixed at one time.

-Implemented and trained members to the ISO-9001 & 14001 methodologies.

-Created Value Stream Maps (VSM) so that we could “see” and prioritize the issues.

-Analytically reviewed the data then created action plans with deliverables, due dates, & assigned responsible members.

-Developed & controlled budgets.

-Developed 1st Pass Yield (Defects) tracking, Training, and Calibration systems for the Division.

-Created SOP’s for all activities.

oAll activities noted above improved:

Turnaround time from 7 days to 1.

Reduced inventory turns from 45 days to <2.

Improved cash flow

Improved Customer Satisfaction from 12th place (last) to number 1.

Canon Virginia Inc.

Molding Division Manager 08/2007 – 03/2013

Molding operations were being shut down due to cost overruns, affecting more than 250 members’ livelihoods (TMD, Repair, MFG, TPM, QA/QC, etc.)unless specific criteria was met.

Goal: Operating cost was $3.86/minute; industry standard was $1.18/min. within 18 months.

-Developed and communicated a Vision.

-GEMBA and MBWA were critical to the development of the action plans. Open communication was critical.

-Support Groups were all brought on board. Objectives were developed and tracked accordingly. Deviations from schedules were investigated & resolution reached for immediate countermeasure.

oContinuous improvement through development of TPM, engineering improvements, MBWA, and product development using analytical tools and open communication that drove process improvements and customer satisfaction.

Held Change Management training for the staff to see the “bigger picture”, rather than "We've done it this way for 20 years".

By assessing VSM bottlenecks, restructuring completed for manpower and equipment.

oExample, KPI’s tracked: Tak time, Uptime, 1st Pass & Overall Yield, per minute costs, Customer Satisfaction, Safety, and Inventory turns, number of touches per unit.

Business Development leverages costs internationally and brought in new sales opportunities.

Started at $3.86/min.

oHit $1.13/min in 15 months.

oHit $0.86/min in another 24 months.

oHit $0.68/min in another 24 months.

oAll MP started at ~250, Direct ended with 42.

Canon Virginia Inc.

Metal Fabrication Division Manager 02/2004 – 08/2007

Goal was to meet all established environmental and fiscal targets for a New Product Introduction (NPI)

-Responsible for P&L including all non-allocated related costs.

-Developed all short & long term planning goals – My Vision.

-Guided staff from an unstable operation to a repeatable system.

-Implemented training systems and methodologies in order measure manpower skill sets. Gaps needed were prioritized and closed. Policies & procedures / rules & regulations had to be established and all members had to steadfastly accountable.

-Developed with HR pay structures and grades.

-Implemented a documented system of controls for floor & Divisional level Standard Operating Procedures for Quality and Throughput..

-Met all final product sales QCDES goals.

-Eliminated 12 warehouses by controlling JIT manufacturing. Cost savings >$1.2 million per month.

-Won a State of Virginia Environmental award that was directly related to chemical process improvements that were joint level endeavors.

Certifications

- ITAR/EAR security clearance

- Kaizen (My idea)

- LEAN manufacturing

- Plan, Do, Check, Act (PDCA)

- New Production System (NPS)

- Accounting, budget

- Business Management

- Train the Trainer

- Kanban

- Communication

- Canon Production Systems (CPS)

- Shokuvisor

-TAK time (Cycle time)

- Toyota Production Systems (TPS)

- New Product Introduction (NPI)

-Value Stream Map (VSM)

- System Development

- Root Cause Analysis (RCA)

- Quality Management System (QMS)

- Ergonomics

- Material Review Board (MRB)

- Standard Operating Procedure (SOP)

- 5S

- Just in Time (JIT)

- Total Preventative Maintenance (TPM)

- Plan, Do, Check, Act (PCDA)

- ISO-9001, 13485, 14001, R2

- Management Technical Training

- Paulson Plastic injection molding

- Deming’s 14 point Strategy

- Total Quality Management (TQM)

- A-3 Problem Investigation Report (PIR)

- Management By Walking Around (MBWA)

- Quality, Cost, Delivery, Environment, - - - Safety (QCDES)

- Material Problem Investigation Report (MPIR)

- Six Sigma (Quality / Process Controls, trend analysis)

- Windows – EXCEL, PowerPoint, Word, Outlook, Visio, Project

Hazwoper (Safety)

Education

New York State BOCES – Automotive Technology

Lively Technical College – Machining, Metrology, Metallurgy

Thomas Nelson Community College – ISO registrar, Business

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