Ronald H. Miller: ***** Carroll Road Blissfield, MI 49228-9506 Cell 517-***-****

Email: adys8x@r.postjobfree.com

EHS Specialist

These pillars of management: Leadership, Planning, Communication, Organization management, Safety / Quality improve overall productivity.

Safety improves quality and productivity. When operations are unsafe, they are not well-managed. Employees will not be motivated nor mindful, and employee turnover will be far greater. Quality and productivity both suffer when employees are under stress, unsatisfied, or unable to complete their mission. But when businesses are safe, it frees employees to focus on their quality and their productivity. The safer the organization is, the less often the organization will experience large scale disruption.

Quality improves safety and productivity. Safety is a measure of conscientiousness and proactiveness. High quality work means better results and better products. The higher the quality of the work, the fewer re-works are needed, and the greater overall productivity is. When quality is high for a business, it can be assumed that standards for the business are high, including safety equipment, safety software, and safety processes.

Productivity improves safety and quality. Carelessness is often what begets safety issues. With the right (and productive) safety processes, safety can be improved, and quality can be improved as well. The more productive employees are, the less likely they are to cut corners on things like safety processes. The more productive they are, the more likely they are to pay extra attention to the quality of their work.

Qualifications:

I.Achievements through collaborative Teamwork and Leadership:

Safety-Maintenance engineering: Plant-wide facilities and outside construction. Area Manager Chrysler skilled trades, TPM facilitator, and plant engineering experience. Experiences include Safety Trainer (OSHA Certified 30-hour General Industry trainer Construction # 20-0106090 / General # 20-0079009: plus, OSHA Certified Cranes, Derricks, Hoists, Elevators, Conveyors. Sanitation processes, PPE, B.E.S.T. (Better Employee Safety Training), OSHA-Certified Trainer, Lock Out / Tag Out, MSDS, Chains, Slings, & Hooks, Machinery Moving, Blood Borne Pathogens, Fire Marshal experiences. (A) Participate in critical incident and emergency Reports and follow through on building and property problems, concerns, and hazards (b) Participate in facility Safety: Fire safety, conduct and lead audits, and assure compliance with safety programs.

Lean Manufacturing and Continuous Improvement: Metrics to create a workplace where GMP (Good Manufacturing Practices) and Quality manufacturing is practiced requires employee training, employee participation, employee involvement, measurements (metrics), and creating an environment where the worker/associate understands their roles, their focus, and their responsibility for the quality, work in process, and they participate in CI (Continuous Improvement): this approach is based upon the [3] M’s Man (human capital), machinery (equipment), and materials.

Safety-Quality is guaranteed through the Team Member / Associate understanding his or her role in the process and the expected outcome; Continuous Improvement (Kaizen). These methods and the use of discipline are needed to create and support High-Performance Work Teams. Collaborative style management, A3 5-Why introduction, training, and use, Continuous Improvement ( Kaizen), Kanban, SPC (Statistical Process Control), SMED (Single Minute Exchange Die), MQAS, QS 9000, PPAP, FEMA, ISO 9000 / 14000 Environmental, TS16949, Lean Manufacturing, TQM (Total Quality Management), Deming Principles (PDCA), TPS (Toyota Production System) Problem Solving (PSB-Problem Solving Board), Employee Involvement, MWOM (Manage Work Organization Model-Chrysler), Zen Leadership, Lean / Smart manufacturing (Chrysler), 5-S to 6-S (Safety), Visual aids, and Identification, One Point Lessons, Zen Leadership, Team Leader training.

Work History:

November 2022 –July 14, 2023. Hiab (truck mounted forklifts] EHS Coordinator for East Region of the US. Organizing and creating Safety 6-S, plus Workplace Organization and Safety management within the 14 Eastern Region locations. See addendums for what I was able to achieve and introduce. Introduced: QR Code Safety Check sheets, conducted training, and performed assessments for the twenty-eight service facilities: my direct region was the [14] East facilities. Travel was 50% and I was considered remote. Remote and online with Goggle Meet and in constant contact with District Managers and others involved in the Service Centers Safety and remote Service Technicians. Please see addendums in support of my resume: (1.) Successful EHS Manager, (2). PPP-Introduction to EHS, (3). The reason for the failure of 5-S. (4). Management Bulleting. (5.) Constructed, conducted on-site assessments, and completed the needed observations. (6.) Introduced the usage of the QR Code and daily / monthly check sheets, (7.) A3-5S use and training. (8). Waste Stream management. (9). Lock Out Tag Out training.

September 2022-November 2022: Independent contractor 1099. ISO14000. Certification support and guidance.

June 2022-September 2022: Safety Site Supervisor Moser Construction, Findlay, OH. On site for Turnpike project-80-90 Perrysburg, Ohio.

July 2018-June 2022: Independent contractor 1099: Safety Site Supervisor Moser Construction [Day-to-day work assignment], Safety Trainer, and Adjunct Instructor at Owens Community College, Owens Community College outside Contract Services: Toledo, OH for onsite training: Libby Glass, City of Toledo, Toledo Refinery, Sea Gate Plastics, and others supplying consulting for private companies.

2013 October – June 2018: On contract for 5 years. Malace HR, Troy, MI. The contract ended in May 2018. Operations Engineer. Location in Wauseon, Ohio at IAC plant. Firsthand Operations Engineering to interface on site-Contract ended: Operations Engineer facility where they produce interior panels including door panels and instrument panels through injection molding for the substrates, hydroforming, rotary dry cast, and ISO/Poly skins (coverings), and then complete the assemblies through robotic assemblies (Fanuc rj6i) and point of work by the associate.

My day-to-day functions include the engineering disciplines of facility management, active participation with the maintenance e group-inventory management-CIMMS-Maintenance (critical parts inventory and assigned parts list for equipment ISO 16949), Safety-Lock out Tag out, and the intercommunication needed between the major activities in the plant: Safety, Quality, Delivery, Cost, and Morale.

Created work teams, Introduced Deming Fourteen [14] Principles, Introduced 5-S, Introduce the Deming PDCA (Plan-Do-Check-Act cycle) principle, Used Kaizen (Continuous Improvement) and had success, Introduced SMED (Single Minute Exchange Die) and set up a Hot Team for changeovers: plant-wide equipment, Introduced problem-solving techniques: Fish Bone technique, Introduced employee involvement for internal and personal responsibility for quality; measure their own-machined parts, removed the on-floor Inspectors, and create ownership by the associate.

Reduced WIP (Work in Process).

Reduced maintenance downtime / increase uptime.

Introduced/used a computerized maintenance management system.

Set up the stock room for all plant items w/ the needed maintenance components: computerized / inventoried/organized/reduced the inventory by max/min system based on usage.

June 2012 until May 2013. Full-time instructor within the Business Management Department of Adrian College, Adrian, MI.

January 2010-May 2012 Independent contractor 1099. Instructor Owens Community College, Toledo, Ohio. First Energy-Pole Setters, Libby Glass-Rigging and Machinery Moving, Sea Gate Plastics: Blueprint Reading and interruption of CAD drawings. Lift truck and mobile equipment: training and instructing Owens Community College, Toledo, Ohio.

November 2009-09/2001 Chrysler LLC. Recruited by Chrysler to facilitate TQM and then promoted to Area Manager of Skilled trades, the Pressroom, and Tool & Gage. Separation agreement after the auto collapse.

1.Facilitated TPM (Total Productive Maintenance to include RcM, PDM, and PM) and married the TPM process with the TMS (Total Maintenance System) computerized maintenance system.

2.Team member with Advanced Engineering Stamping Manufacturing.

3.Tool & Gage: Organized a self-managed tool crib (operated, ran, and all ordering done by the Tool & Gage – Tool Makers) for Tool & Gage Shop: replacement of hard gage, components, software management for CMMS [Computerized Maintenance Management Systems], plus the PPAP (Production Part Approval Process), and perishable items.

4.Team training and individual coaching as needed for diverse groups. The TPM / TMS Facilitator was involved with the different TPM Groups. Chrysler LLC used a collaborative association with the Production associate, the Line Foreman, and the Set-up personnel and used Area style assigned maintenance to include the different multiple skill groups in the actual different departments.

5.TPM and Lean management were introduced to the Production lines in order to facilitate the inclusion of the different skill trades such as Tool Maker / Tool & Gage, Electrician, Pipe Fitter, Machine Repair, and other trade Groups such as Tool & Die Welder for the different welding applications on the Production Line for both Stationary welding, projection both by Robot (PLC managed) and hand stick when needed.

6.Used a collaborative approach (internal skill trades, outside contractor, and Chrysler

7. ASME [Advanced Stamping Manufacturing Engineering] to engineer/install a new 800-ton Schuler press in the Press Room: integrate the skilled trades (Die Makers), w/ Press Room Production (Production Associates), Press Room Die Setters, Tool & Process engineering. Dollar savings from the planned budget: estimated to be $150,000.00 dollars.

03-2000 until 09-2001 Recruited by Red Gold through Mgmt. Recruiters: Red Gold Tomato product in Orestes, IN. On contract as Maintenance Manager for the facility.

1.Created work teams, Introduced Deming Fourteen [14] Principles, Introduced 5-S, Introduce the Deming PDCA (Plan-Do-Check-Act cycle) principle, Used Kaizen (Continuous Improvement) and had success, Introduced SMED (Single Minute Exchange Die) and set up a Hot Team for changeovers: plant-wide equipment, Introduced problem-solving techniques: Fish Bone technique, Introduced employee involvement for internal and personal responsibility for quality; measure their own-machined parts, removed the on-floor Inspectors, and create ownership by the associate.

2.Reduced WIP (Work in Process).

3.Reduced maintenance downtime / increase uptime.

4.Introduced/used a computerized maintenance management system.

5.Set up the stock room for all plant items w/ the needed maintenance components: computerized / inventoried/organized/reduced the inventory by max/min system based on usage.

6-06-1999 until 02-2001 Hatch Stamping. Continuous Improvement Manager: Independent manufacturing business for auto parts for Ford Motor CO. Structured and created Quality introduction and use of quality Principles and Quality management through CI: Red X, Kaizen, SPC, Cell manufacturing within the CNC machine shop, pressroom, assembly, shipping receiving.

Education:

Master of Organization Development Bowling Green State University. Bowling Green, Ohio.

Bachelor of Arts degree in Business Administration, Lourdes University, Sylvania, Ohio.

Associate of Commerce Industrial Management-Office, Monroe County Community College. Monroe, MI.

Instructor experiences:

Faculty member of Adrian College, Adrian Michigan: courses taught-Production Operations Management, Information Technology & Project Management, and Supply Chain Management. Human Resources and Management.

Adjunct Instructor experience (25+ years) in business/quality courses (Owens Community College, Monroe County Community College / Jackson County College / Sienna Heights University / Spring Arbor University).

Transformation of American Industry: Jackson Community College. Productivity-Quality Systems.

TQM Advisory Committee. Monroe County Community College. Introduction / preparing the needed preparation for classes to introduce & to teach Quality Management: Zen Leadership: Stephen Uzelac / TQM: V.K. Omachonu / Joel E. Ross.

Certificates:

Certificate from the University of Arizona BETTER PROCESS CONTROL SCHOOL (retort operations, processing systems operations, aseptic processing & packaging operations, and closure inspections: prescribed by the Food & Drug Administration.

Certificate Angelus Sanitary Can Machines: Operation adjustment and preventive maintenance.

Certificate Underground Storage Tank Environmental Resource Center Cert#5041.

Certificate Cleaver Brooks Boiler operations.

Certificate OSHA: 30-Hour Outreach for General Industry Construction #20-0106090 General #20-0079009.

Certificate: USFOTI Education Center & Health American Safety Council OSHA Cranes, Derricks, Hoist, Elevators, and Conveyors for Construction.

Certificate for Completion of the Industrial and Commercial Power Distribution Course: The Toledo Edison Co. Toledo, OH.

Certificate from University of Toledo, Toledo, OH Division of Continuing Education-Total Productive Maintenance Advisory Committee, Gerald Walsh, President Monroe County Community College. Monroe, MI

Certificate of Appreciation: Service Award for teaching, Monroe County Community College.

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