Human Resources Change Management

Stephen J. Long Process / Production Leadership

Mattaponi, VA

**************@*****.*** 757-***-****

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 Lean Six Sigma Black Belt tools such as Statistical Process Controls.

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

Core competencies include:

Chemical Plant Operations

CNC Machining Operations

Stamping Operations

Extrusion Operations

Mixing Operations

Compounding Operations

Molding Operations

Metal Manufacturing

Assembly Operations

Heat Treat Operations

Engineering Team Management

Team Leadership (450)

Handling Grievances

Creating SOPs / Ensuring Compliance

Process Safety Management

Leading Problem Solving Teams

Using Statistical Process Control

Analyzing Plant Data

Monitoring Data Collection

Troubleshooting Unit Processes

Optimizing Operating Units / Processes

Increasing Yield

Training Operators on SOPs, Policies

Increasing Production Capacity

Effectively Managing Production Resources

Reducing Operation Costs

Enforcing EHS Standards

Planning Plant Outages

Using Six Sigma Projects / Tools

Troubleshooting Equipment

Implementing System Upgrades

Creating Project Specifications

Capital Project Execution

Compliance with Labor Agreements

Managing Multiple Projects

Working with Plant Maintenance

BOMs

Implementing Lean Manufacturing

Repair Operations

Technical Document Review

Technical Writing

Preventative Maintenance

Probabilistic Risk /PSA

Economic Planning

Using Root Cause Analysis

Environmental Compliance

VSM bottlenecks

TAKT Time

Design of Experiments DOE

Leading Manufacturing Teams

Optimizing Labor Utilization

Reducing Inventory

Meeting Production Goals

Using ERP Systems

Implementing Lean / Six Sigma Methods

Taking Cost Out

Improving Manufacturing Methods

AutoCAD

CAPA

GEMBA

MBWA

Education / Training

New York State BOCES – AS degree Automotive Technology

Lively Technical College – AS degree Machining, Metrology, Metallurgy

Thomas Nelson Community College – ISO registrar, Business

Lean Six Sigma Black Belt (LSSBB)

Lean Certified

Certified Toyota Production Sys.

Certified in Production and Inventory Management (CPIM)

Change Management Certified Professional

Deming’s 14 point Strategy

Canon Production Systems (CPS)

Toyota Production Systems (TPS)

Certified Manager of Quality/Organizational Excellence (CMQ/OE)

QMS

Nuclear and Aerospace Machining

Certification for Metrologists (CMS)

Moldmaking Level III

Shokuvisor

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 across a broad spectrum such as HR, Quality, and Manufacturing to name just a few.

•Trained, mentored, and coached management, salary, and hourly team members to think outside the box not only the company but 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 in the continental US (out of 12) to the #1 facility.

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

•Supported development for hierarchical positions milestones that established goals and objectives (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 developed a proprietary cleaning process that lead to winning 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 7 days to <1 day).

•In a safe, fast paced environment consistently exceeded Quality and Throughput targets by utilizing SPC controls, training our Team Members, ensuring 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

Contract role, Ft. Belvoir, Virginia

CPI Transformation Specialist IV 11/2021 – 03/2022

Worked directly with DLA division directorate implementing CPI training systems.

Audited existing systems, developed recommendations to close systemic issues and systems gaps.

Championed Change Management.

Mentored various staff level positions on LSS activities in order to try to streamline both internal and customer systems.

Canon Virginia Inc.

Human Resources, Quality Assurance 05/2019 – 06/2020

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

Reinvented the training curriculum by creating interactive systems that improved member engagement.

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.

COVID drew down headcount from 6000 to 750 and I took buyout.

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

Drove prioritized activities so resources are allocated efficiently.

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

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).

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

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.

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.

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%.

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

This was a new position & was developed due to internal and external 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.

oCreated SOP’s for all activities. All 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.

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.

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.

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.

Other Roles Held

Technical Specialist, Quality and PM

Chemical Division Supervisor

Entire Canon career ran from 09/1988 through 06/2020

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