Team Leader Lean Manufacturing

OBJECTIVE:

Obtain a challenging leadership position applying creative problem solving and lean management skills with a growing company to achieve optimum utilization of its resources and maximum profits.

PROFILE

Several years of experience in Lean Manufacturing Techniques

Organized, highly motivated problem solver

Lean/Six Sigma Black Belt

Successful Project Manager

Mentor and leader for management and production associates

Leader Lean Implementation and Training

Expert in Industrial Engineering Techniques

Lean/Six Sigma Tools (DMAIC, FMEA, DFSS, Kamishibai System, Problem Solving and Root Cause Analysis)

Process Development & Continuous Improvement Skills

EXPERIENCE

Advanced Manufacturing Engineer, Duravent/Hart and Cooley, LLC

Huntsville, Alabama 2017 – Present

Identify capital, expense and resource needs to execute projects. Create capital expenditure requests (CARs) and report on status (timing and expenditures) against them, including deviations, delays and potential risks to program timing. Prepare requisitions and delivery and tracking of purchase orders to vendors will also be involved.

Work with the production plant to assure timely and proper installation and qualification of the capital equipment occurs, program expectations are met (financial and performance) and a smooth and effective hand-off is realized.

Manage equipment OEMs to program timing expectations and deliverables. Maintain Open Issues Lists on both equipment and manufacturing development. Drive resolution to ensure project needs are addressed.

Work with production plant to assure staffing, plant layout and utility needs and timing are understood and agreed upon.

Monitor progress of the project against the plan and schedule. Establish and maintain the project communication plan. Review and report project status to stakeholders on a weekly basis.

Coordinate and manage the implementation of EPAC CMMS Asset management system in all plant facilities

Capital planning, justification, supplier selection and approval of equipment.

Lead Footprint Improvement Projects > $1.5 M annually

Lean Operations Specialist, PAR Pharmaceuticals

Huntsville, Alabama 2013 – 2016

Serve as an internal change agent skilled in Lean/Six Sigma concepts and tools to drive business improvement.

Work with local management and employee teams to analyze business for major process improvement opportunities focused on waste elimination and variation reduction.

Utilize lean manufacturing tools including Value Stream Mapping, Line Balancing, Kaizen, and Kamishibai Audit Systems.

Provide coaching / mentoring / training (or arrange for) to all levels and functions of the plant on the use and practice of Lean methodology and tools within the plant’s various functions

Train employee teams in Problem Solving and Root Cause Analysis Tools.

Interface with Supply Chain team to develop new opportunities and improve existing processes

Team modified Changeover and Line Clearance Process. Reduced changeover time >30%

Evaluate manufacturing systems using Overall Equipment Effectiveness, Utilization and Capacity calculations.

Develop Equipment Set up Work Standards. to improve productivity and reduce cost

Lean Implementation Facilitator, Woodbridge Foam Corporation

Lithonia, Georgia 2011-2013

Leader of Lean Production System deployment with the use of Lean/Six Sigma tools and continuous improvement methodologies

Developed plant Kamishibai audit system

Develop and manage performance metrics and outcomes measurement including financial feasibility on an enterprise, department and project level

Provide coaching / mentoring / training (or arrange for) to all levels and functions of the plant on the use and practice of Lean methodology and tools within the plant’s various functions and locations

Plan and assist in the execution of various Lean transformation kaizen events targeted towards improving the operations, with special emphasis on cross-functional and complex value streams

Project Team -Modified Assembly area and rearranged workstations. Optimized material handling. Improved line balance. Results: Labor cost reduction of 40%. Increased capacity by 15%.

Developed in-process buffering system. Reduced overtime 10%

Industrial Engineer, Michelin North America, Inc.

Covington, Georgia, 2005 – 2008

Manage improvements of systems, specific work post/areas, or shops using Lean Tools and IE techniques in order to achieve cost reductions and operational competitiveness.

Calculate the required manpower for the shop and assist management and Human Resources in achieving optimum manning and efficiency through the creation and elimination of positions. Productivity improvement of 30%

Assist management with developing budgets, tracking compliance, and controlling operating expenses/product costs.

Utilize lean manufacturing tools including Value Stream Mapping, Line Balancing, Kaizen, and Standard Work to improve productivity and reduce cost.

Responsible for implementing Lean Manufacturing and assisting Manufacturing Engineers with improving procedures and processes through changes and continuous improvement projects.

Project Team Leader-Modified Assembly conveyors and rearranged workstations. Optimized material handling. Improved line balance. Results: Labor cost reduction of $70,000. Increased capacity by 15%.

Industrial/Manufacturing Engineer, Beverage – Air, Carrier Corporation,

Spartanburg, SC, 2004 – 2005

Utilize lean manufacturing tools including Value Stream Mapping, Line Balancing, Kaizen, Kanban Systems and Standard Work to develop standards, improve productivity and reduce cost.

Project leader – Modified existing Assembly Lines. Reduced Headcount by 30%. ($360k annual savings)

Project Team Leader-Modified Assembly conveyors and rearranged workstations. Optimized material handling. Improved line balance. Results: Labor cost reduction of $70,000. Increased capacity by 15%.

Responsible for implementing Lean Manufacturing and assisting Manufacturing Engineers with improving procedures and processes through changes and continuous improvement projects. Productivity improvement 40% in assembly area.

Facilitator and leader of cross-functional teams including Kaizen events.

Redesigned assembly line and generated savings by eliminating excess inventory, reducing space requirements and increasing throughput.

Evaluate manufacturing systems using Overall Equipment Effectiveness, Utilization and Capacity calculations.

Provide traditional Industrial Engineering support to the Assembly lines by performing methods analysis, standard data development, and cost estimating in support of new processes and products.

Industrial/Manufacturing Engineer, Bosch and Siemens Home Appliance Corporation,

New Bern, NC, 1997-2004

Perform work measurements, improve work methods and maintain standards using MTM-1, MTM-UAS, Time Study, and Work Sampling Studies.

Performed work sampling studies in Warehouse receiving. Defined work contents and developed work instructions. Results: Labor cost reduction of $140,000. Improved material flow to assembly line.

Establish work/production standards for new assembly and fabrication processes.

Evaluate manufacturing systems using Overall Equipment Effectiveness, Utilization and Capacity calculations.

Incorporate Lean Manufacturing principles in all areas of responsibility for KPI improvements.

Capital planning, justification, supplier selection and approval of equipment.

ISO 9000 coordinator/facilitator and internal auditor.

Implemented an equipment maintenance system and reduced downtime (TPM)

Established production and work standards (Standardized Work).

Project Team Leader-Modified Assembly conveyors and rearranged workstations. Optimized material handling. Improved line balance. Results: Labor cost reduction of 40%. Increased capacity by 20%.

Project Team Leader- Designed and purchased an Automatic Print and Apply Labeling system Results: Labor cost reduction of $140,000. Also increased throughput

EDUCATION AND CERTIFICATIONS

Master Business Administration

Liberty University

Lynchburg, VA

Bachelor of Science Industrial Engineering

North Carolina Agricultural & Technical State University

Greensboro, N.C.

Lean/Six Sigma Black Belt

MOST and MTM Certification

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