Plant Manager Quality Engineer

JULIA C. GROSS

**** ******** **** ** * Rosenberg, TX 77469 wC 210-***-**** w *****.*******@****.***

summary

An accomplished, results-oriented, and innovative employee with successful experiences in training, scheduling production, projects for completion, office and event; six sigma practices, lean manufacturing, project management, 5S, process mapping, and strategic planning. Possesses a proven record of accomplishment in manufacturing processes, reduction of waste and increasing profitability, with a strong knowledge base in the following: product development, implementation, and continuous improvement of personnel and projects across various industries. I am a vision-oriented leader who focuses on achieving company objectives by implementing company plans, policies, and procedures in a professional and empowering manor.

experience

SQUARE CABINETS

Operations Manager 2019 – 2022

I lead and direct a team of 20 Managers to create and start up a manufacturing facility from HR, Customer Service, Manufacturing, through delivery and installing for customer satisfaction. Major focus on process to build and maintain efficiency, profit and establish policies and procedures.

Purchased and install of capital equipment

Safety creation and implementation of policy, procedures, Audit teams, and incentives.

Purchase and development of a full ERP system

HR recruitment, hire, onboarding, training and coach all level employees and incentive programs.

Inventory management

Procurement of raw materials and vendors

Accounting and Payroll

Manufacturing of cabinets from 200 a day to 900 a day over 1 year period. This supported sales growth from 20 million to 75 million dollars in sales.

Delivery – create, contract and maintain delivery schedules per customer request

Installation in the field for best practices around delivery, unload, distribute, staffing contract, punch and turn over completion.

LEEDO CABINETRY

Special Projects 2018 – 2019

Responsible for evaluating, hiring and training 2nd shift to meet growing demand of increased Paint volume in 3rd quarter. Reduce lead time with product flow and 5S methods; as well as training aid and troubleshooting guidelines. I am also the manufacturing lead on a transportation effort due to the declining available drivers hitting the nation today. I am key for scheduling, communicating and setting lead time for Rail or intermodal transports. (Cost savings of average $1500 a load to NE areas). These projects are only 3 months and in progress but with the methods through Kaizen events, STD Work, visual aids, yield tracking and Pareto charts of remakes we have empowered our EEs to do thing right the first time and increase productivity by 40%, reduce hours worked, and reduced lead time 1 full day in the areas from CNC, Sanding, Paint through to delivery.

Director of Project Administration and Scheduling, Stafford, TX, 2016 – 2018

Executive leader to combine my experience and expertise in manufacturing of cabinets with other divisions of the company. Seamless communication of performance changes with each implementation. Training cross-functional leaders to ensure that a silo culture is redefined as the team environment is encouraged and built. I am an infrastructure-focused leader; my Leadership skills drives empowerment and coaching as well as decision making based on quantifiable data, written procedures, and the tools and talents I have been blessed with to build my team under and around me.

Accountable for Key Performance Indicators (KPI) such as on time, completeness, and accuracy of orders for 84 active job sites across the US. (Site evaluation, validation, plant capacity, to delivery and unload).

Facilitated and managed data for weekly and Monthly performance meeting for all divisions of the company; also tracking the improvements and corrective actions for any missed KPI to reach annual company objectives both performance and financial.

Managed both salary and hourly associates that cover multiple sites and shifts. I had responsibility of hiring, coaching, developing, disciplining and on occasion termination of employees of all levels.

Restructuring the improvement methodology to reduce cost of mistakes in order entry and customer service departments. 6-month improvement resulted in 40% reduction (equates to $108K dollars to the bottom line)

Established STD WORK to create stability and scalability as the gain on market share and growth targets are achieved. Order entry department reduced headcount, by attrition, while managing an increase of orders of 50%.

Facilitated and lead more than 10 events that focused on eliminating waste and mistakes. Using lean practices and methods, Leedo has been profitable in the 3 years of startup of new product line.

Responsible for building the communication of company objectives, Hoshin Calendar of Events, corrective actions, and cross-functional metrics and training for the future improvements.

Plant Manager – Euro Production, El Campo, TX 2013 - 2016

Accountable or P&L operations and metrics for the plant during start- up of a new line for mass production of Euro construction cabinets currently 3% of the market share.

Managed a staff of 150+ employees, including both salary and hourly; direct and indirect associates to support the manufacturing of $60Million in annual sales

Established standard work and layered audits for roles including but not limited to managers and leadership positions

Restructured hourly staff to scale for volume in order to attain positive absorption of labor variances deducing Minutes Per Cabinets from 223 MpC to 93 MpC .

Established wage scale, skill matrix, and formalized training programs for hourly associates; not only for performance but also to provide promotion and growth opportunity by building skill, ability and empowering them as the expert.

Hiring Manager or all production, supervisor, and mangers position placed at the plant for support or direct function.

Increased on time shipments to meet 98% customer delivery requirements (maintained 0 backorder or miss shipments for 13 months running).

Created/ Implemented program for cost reduction to include data collection, investigation, root cause and corrective actions, which resulted in 67% reduction in cost of mistakes.

Instilled discipline and empowerment to associates for improving control of inventory and control. PDCA activities resulted in consignment inventory, cycle counting, inventory accuracy, and increase of turns.

ARMSTRONG CABINETS

Continuous Improvement Engineer, Auburn, Nebraska, 2005-2009

Provided leadership for safety awareness and accountability. Ensured successful transition of orders and ramp up of volume. Trained new employees across three shifts and applied continuous improvement techniques to ensure a more efficient plant. Acted as project manager of new inventory/production system. Served on development team to bring new system live and maintain operations at plant with zero complications. Created system with cross-functional team representing Auburn plant. Tested all aspects of plant operations and trained all plant employees. Troubleshot issues to ensure cabinet completion in a timely manor and customers received complete orders on time.

Reduced WIP in plant by $100,000 through continuous Improvement project.

Created new standard operating procedures to support building by truckload. Reduced lead times for customer from seven days to five from cabinet orders and from five days to three for rush/replacement orders.

Applied lean principles and made capital improvements to frame edge-finishing process to improve throughput by 18%, eliminating need for off-shift processing of frames.

Completed job safety analysis (JSA) on mill machines and operations to standardize work, safety and preventive maintenance. Reduced OHSA Recordable from six per year to zero.

Oversaw production line of 15 associates. Performed annual reviews and developmental strategies. Analyzed and implemented manufacturing processes with planned continuous improvement to result in customer satisfaction.

Increased right product on time to customer metric from 82% to 99.8%. Optimized plant space to add 3,000 SKUs in existing area. Eliminated offsite storage totaling $104,000 in annual rent and utilities savings.

Created BIN location for door pulling and frame kitting. Maintained BIN with scanning material movement for real time accountability.

Created nomenclature, developed paperwork and trained employees on new processes. Increased accuracy 64% with visibility and control. Reduced plant-made product WIP by $79,000 and plant-purchased inventory by $46,000.

Decreased cycle counts from once per month to quarterly and physical inventories from quarterly to annually.

Provided system support for Kazan team. Created BOM, programming, paperwork, and scheduling to optimize material. Reduced old work cell and 55 SKUs with cost savings of $127,000.

Enhanced system controls and daily reporting. Maintained and cut WIP inventory in end panel process 44.89% and frame machining reduction of $40,000.

Trained employee’s division-wide in process and practices. Cut inventory costs by $4,200,000 in 2009.

Production Manager, Morristown, Tennessee, 2004-2005

Developed and maintained operating budgets for plant. Oversaw schedule, absenteeism coverage, customer orders, and safety. Led continuous improvement throughout plant. Directed all operations with six salary supervisors and 5 office personnel as direct reports as well as 135 associates as indirect reports. Managed quarterly reviews/annual assessments.

Ensured on time and completeness of customer orders on a daily basis.

Increased direct labor efficiency from 0.96 to 1.00.

Grew completeness of customer order from 85% to 100%. Maintained percentage until production ceased.

Successfully closed Morristown manufacturing plant, including ramp down, materials, and support.

Plant Engineer, Morristown, Tennessee, 2003-2004

Created standard operating procedures for every job in plant. Trained on concepts such as 5S, lean production, and document control. Led and trained team of five employees to use techniques to evaluate and implement changes of behavior. Developed/maintained document control policy and procedure.

Created Visual tools for each machine and job duty from receiving, building, and shipping all cabinet products.

Improved cross training and efficiencies 64% with existing turnover and absenteeism rate.

Trained and implemented strong working knowledge with events/audits.

Maintained housekeeping strategies of 5S to reduce OSHA recordable and LTI from 9/3 to 0/0.

Led Kazan events within frame building process.

Coached a first-time team leader through project around scheduling, consolidating schedule in accordance to internal customer needs reduced the cell 50% redeployed 8 employees.

Enabled internal customer to operate on one shift from two-shift operation.

Eliminated all extra frames and process to re-consume following project for frame queue area.

Used Pareto charts, spaghetti diagrams, and 5S techniques to achieve WIP savings of $26,000 and reduce shortages to internal customer from 6.75% to 1.5%.

OJI INTERTECH, inc., North Manchester, Indiana

Quality Manager, 2002-2003

Oversaw PPAP submissions for new product launches. Conducted customer/vendor visits for new product launches, testing, and issue resolution. Performed strategic planning, setting department budget and goals for one-, five- and ten-year forecasting. Developed department financial/operational goals as well as cost reduction activities.

Improved launches of new product and PPAP process.

Completed performance reviews and oversaw developmental activities.

Trained 75 employees and management staff on 5S housekeeping techniques.

Led implementation of 5S throughout plant.

Held responsibility for successfully implementing and auditing QS9000.

Achieved budget cost savings of $250,000 for year 2002 by standard operating procedures as well as timely performances between plant, vendors, suppliers, and tooling.

Led testing and DOE teams/projects to increase marketing to include non-automotive product on Poly Extrusion line.

Increased sales to non-automotive sectors of over $1,200,000.

Quality Engineer, 2000-2002

Held responsibility for incoming, in process and final inspections. Oversaw receiving documentation, testing, and vender validation/certification. Performed work-in-process testing, including adhesion, tensile testing, environment metric, X-bar and R. Maintained and performed Gauge R & R testing, scheduling, and certifying.

Maintained all quality documentation such as MSDS, revisions on prints and all manuals.

Created and maintained all standard work instructions.

Trained employees in and implemented 5S process.

Served as project manager for training and implementation of QS9000.

Directed quality inspection team of seven associates on three shifts.

Led all internal audits for QS9000 certifications.

education

Tri-State University, Angola, IN

Bachelor of Science in Mechanical Engineering (1993- 12 credits to completion)

certification

Train the Trainer, Trailblazing for Armstrong World Industries, 2006

SPC, Johnson Controls Inc., 2004

Kiazen Leader, Oji Intertech, 2004

ISO/TS 16949:2002 Lead Auditor, NSF International Strategic Registrations Certification, 2003

OSHA 10

professional development

360 Degree Feedback/Evaluation, 2008

Leading Without Authority, 2006

Executive Communications, 2015

computer skills

Microsoft Office Suite, ADP, INSITE 2020, AS400, AutoCAD, Solid Works, Minitab, Share point, Cabinet Vision, and Great Planes.

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