JOSEPH B (JOE) JOHNSON

**** ************ ***** ******, ** 29154

Email:adxz5y@r.postjobfree.com

Mobile: 803-***-****

Senior Manufacturing Boots on the ground Leader who meets and surpasses the Strategic Business and Annual Profit Plans year over year

●15 years’ multi-plant management experience within commercial tractor-trailer manufacturing

●Track record of success managing, mentoring, coaching and directing team members

●Strong strategic planning and execution talent that enhance profit, productivity and efficiency

●Promotes Lean Strategies that will increase volume, quality and effective use of employee hours

●Develops business metrics with department managers to identify waste root causes and opportunities for improvement

●Implemented quarter-over-quarter improvement strategies to increase efficiency, spend performance and customer delivery

●Directed the development and maintenance of long-range operational forecasts regarding volume, market share, financial requirements, human resource needs, and organization plans etc.

PROCESS VALUE-ADDED EXPERIENCE

10/ 2011-now

Senior Lean Leader World Competition Consultants-Maryville, TN. (Reason for leaving President passed away left no company succession plan)

Global Business Consulting firm delivering quantifiable and sustainable financial results for manufacturing and service businesses

CLIENTS:

CLARCOR Air and Oil Filtration Products NYSE $1.9 Billion diversified auto/truck oil filters, home filtration, FDA compliant electronic clean room air filters, manufacturing packaging and distribution company, 11 U.S. and international locations with over 10,000 SKU's

Responsible for managing 11 Plant Managers to achieve the target cost saving of $10 million sustainable cost savings

Developed world class manufacturing solutions that ensured success with:

Human Resources

●Conducted platform and video training classes for 840 employees to train in implementing lean and six sigma tools plus Greenbelt and Black belt certifications

Materials Manager and Plant Planner/ Scheduler

●Eliminated the need to keep $12,000,000 of finished goods on hand by implementing Just-In-Time and using a Kanban Board.

Maintenance Manager and Mechanics

●Enhanced overall equipment effectiveness (OEE) by slashing machine downtime from 8% to less than 1% by implementing a Total Preventive Maintenance System.

Plant Manager, Manufacturing Engineer, Shift Production Supervisors, Group and Line Leaders in a GMP International union environment

●Reduced cycle times 25% by drafting value stream and detail process maps to conduct workflow analysis of the current high speed/high volume air filter rotary pleating machine operations. Led Kaizen Events and implemented Standard Operating Procedures that eliminated non-value adding activities with Key Performance Drivers.

●Achieved $15,000,000 sustainable cost savings annualized

●UL SQS Inc. certified Clarcor ISO-9001:2015 in eight (8) weeks first time.

Based upon my team’s efforts (8) Black Belts Parker Hannifin bought the company.

Domtar Paper Mill:

Over the last 2 months Air Dried Metric Tons per day down from an average of 1100 ADMT/day to 1000 ADMT/day

Mill bleaching chemical consumption increased chemical cost $5/ADMT

Demand remained steady and the mill is falling behind in satisfying the current demand

Solutions:

Bleach Control System automated consisting of temperature control, correct amount and strength measurements

Key Performance Indices:

TAKT time, machine uptime, cycle time adherence

Implemented Standard Work Activities for all operations

Recaptured $1.2 million in bleach savings.

Radian Group (Philadelphia, PA) a $272 million provider of mortgages and private mortgage insurance wanted to streamline operations.

●Presented to the Director of Operation Improvements (SIPOC) Supplier, Input, Process, Output, Customer diagram that illustrated non-value office sales process transaction activities that decrease document completion time 30% saving $100,000 in labor costs.

4/2008-10/2011 Owner, J-EXCELL Newark, DE (Reason for leaving to use education)

Built and ran profitable online advertising enterprise specializing in exotic and upscale necklaces, rings, watches, earrings, bracelets, flowers, free trails, DVD's, teeth whitening and travel through social media and search engine optimization

1/2005 to 4/2008 Lean Project Manager LOWES Company Inc. Mooresville, NC NYSE ($48,200,000,000 Home Improvement Company) (Reason for leaving contract expired)

Hired to eliminate customer complaints due to third party manufacturing supplier quality and delivery issues. (2800 employees in four manufacturing facilities generating high-end build to order Kitchen and Bath Cabinet sales $240,000,000)

● Guided the four plant operations from an 8% customer reject quality to less than 1% using strategy from Database Analysis, Cause & Effect Diagrams, Scatter Diagrams, Control Charts and Root /Cause Analysis for the (PDCA) Plan Do Check, Act Deming circle/cycle/wheel.

● Slashed late shipments to customers from 11% to 0% obtaining 100% on-time delivery by scheduling to the constraint of the staining oven.

● Recaptured $80,000 in replacement and $200,000 in rework cost for four plants and customer confidence was restored

12/1998 to 1/2005 Senior Lean Manager MAR MAC Premium Building Products, McBee, SC $320,000,000 manufacturing, distribution and warehousing of premium tie wire, premium merchant coils, premium bar ties and premium nails. (Reason for leaving DuPont purchased company and downsized)

●Implemented order accuracy, production pick rate and order cycle times metrics for the distribution centers that increased the Customer Fill Rate from 96% to 100%.

●Eliminated aisle bottlenecks for pickers and forklift operators by scheduling orders that eliminated time wasted waiting until the picker or forklift operator cleared the aisle due to space constraints.

●Rolled out and validated the Mar Mac Manufacturing Production System with lean performance scores and driver metrics (People-Output per labor hour, Direct labor per unit, Indirect labor per unit, Overhead cost per unit, Process-Setup time, On time delivery, Reject rate, Rework cost, First pass quality, Cycle time, Machine down time, Material scrap) using running LED displays and posted graph charts assuring attainment of business goals for 10 sales offices and 4 U.S., Xian China and Juarez Mexico manufacturing facilities. This endeavor provided permanent cost savings of $15,000,000 annually.

●Championed transactional improvements by technology transfer to

e-commerce by licensing the Sterling Commerce Internet interactive ordering system integrating it with the Great Plains/SAP solution running on an IBM AS/400, increasing family line earnings by 30% (Round 6%, Arched 8%, Elliptical 11% and Culvert 5%) allowing customers to place, change and monitor their orders 24/7 on the secured interactive website without speaking to a person.

06/1998-12/1998 PROGRAM MANAGER BaaN AUTOMOTIVE, Southfield, MI (Reason for leaving to achieve better career opportunity)

($90,000,000 division of BaaN Inc Swedish manufacturer of engines for GMC, Freightliners, Mac Trucks, GM, Ford and Chrysler). Merged acquisition synergies from Echlin Inc into Dana Inc in an AFL-CIO union environment by:

●Increasing product throughput 75% for electro-mechanical assemblies, by employing cell layout, 5S, line balancing, standard work, takt time efficiency displays, and empty container Kanban.

●Enhanced cash flow $3,000,000 and shrank inventory levels 80%, by establishing an effective JIT Material Pull Production System based upon actual not MRP forecast sales.

Training operators in Single Minute Exchange Die techniques in 28 plants.

●Decreased changeover times 90%, saving the company $83,200 in non-productive annual hourly wages for 40 operators, and recovered 2,080 annual hours in idle machine times.

●Reduced new product design by 60% through prototyping and 3D printing

02/1997 to 06/1998 CLIENT MANAGER FUJITSU GLOVIA, Saddle brook, NJ (Reason for leaving Fujitsu purchased company and downsized)

($250,000,000 JV between McDonnell Douglas and Fujitsu that developed enterprise application software and performed operational improvement consulting.) Six Sigma Black Belt Project for Black Belt Certification. Collaborated with the stakeholders of Worthington Industries in a Sheet Metal Working union environment by:

●Conducting and leading 40 cross-functional teams, made up of front-line associates to site leaders at 33 European and U.S. sites in 20 Kaizen 3-day events

●Modifying process flows and eliminated waste accumulating $10,000,000 in cost savings

●Revising a 12 person mig-welding operation to robot welding, saving $1,500,000 annually in labor, welding gases and cylinder costs..

08/1982-02/1997 GENERAL MANAGER YOUNG ENTERPRISES, Newark, DE

($100,000,000) Tractor Trailer Manufacturer with two plant-manufacturing facilities (Reason for leaving company went out of business due to the recession)

●Reported directly to the president, managed the daily planning and direction with 12 direct reports in the functions of materials, packaging, shipping, manufacturing, planning, engineering, human resources, sales, purchasing, quality, maintenance, safety and finance.

●Facilitated seven daily meetings related to new product development, finance and inventory

●Monitored sales trends and adjusted labor accordingly

●Enforced all lean manufacturing principles, processes, maintenance, quality and safety issues

●Steered and directed assembly, metal fabrication, stamping, welding, heat treat, grind and hone, machining, and spray-painting operations that generated $100,000,000 in annual revenue.

●Establish operational policies and implement process improvements to ensure superior quality and outstanding output of machined, assembled and painted parts.

●Directly manage 12 managers overseeing 300 exempt and non-exempt union employees.

●Designed and implemented coaching and training programs to develop staff, facilitate efficiency, and improve performance.

●Managed operational and capital expense budgets of $30,000,000 across two locations.

EDUCATION & AFFILIATIONS

● Holds MSc in Management Walden University

GPA: 3.6/4.0

● Earned BSTM in Production and Operations Management DeVry University

Academic Achievement: Dean’s List

Accepted into the Alpha Sigma Lambda, national honor society

●Institute for Operational Excellence

● Lean Benchmarking Association

●Lean Enterprise Institute

●Institute for Lean Systems

●Association for Manufacturing Engineers

●Society of Manufacturing Engineers

CLASS ROOM TRAINING

Lean Enterprise Institute

●Lean Leadership ●Toyota Production System

●Lean Product and Process Development ●Conducting Kaizen Events

●Lean Maintenance Systems ●Visual Controls

●Value Stream mapping ● Standard Work Activities

●Lean Information Technology ●TPM

CERTIFICATIONS

Six Sigma Master Black Belt Expert Rating #2516156

. Six Sigma Lean Management Expert Rating #2469343

Six Sigma Black Belt Fujitsu

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