Manufacturing and Operations

Jeffery J. Jones

*** *. **** ******, *********, Indiana 47904 ~ Phone: 765-***-**** ~ Email: **********@*****.***

Professional Profile

Mr. Jones has over 20 years of hands-on leadership experience with process improvement and lean manufacturing in five different industries including chemical, automotive, electronics, consumer goods and paper. He is experienced in strategic planning, operations, financial planning/analysis, organizational development, maintenance management, facilitation, resource planning, materials management, start-ups and turnaround.

Employment History

Ball Corporation, Monticello, IN, Operating Systems Manager, 2012-2016

IBM Corporation, Indianapolis, IN, Managing Consultant, Lean Six Sigma Strategy & Change 2007-2011.

Package Right Corporation, Tipton, IN, Plant Manager, 2003-2005.

Dwyer Compact Kitchens, Michigan City, IN, Promoted to Vice-President and General Manager, 2002.

Dwyer Compact Kitchens, Michigan City, IN, VP of Manufacturing, 2002.

ThyssenKrupp AG, Danville, IL, Sr. Operations Manager, 2000-2001.

Connectronics, Inc., Edinburgh, IN, Manufacturing Manager, 1998-1999.

Valeo Engine Cooling, Greensburg, IN, Promoted to VPS Engineering and TPM Supervisor, 1997-1998.

Valeo Engine Cooling, Greensburg, IN, Manufacturing Supervisor, 1996-1997.

New Energy Company of Indiana, South Bend, IN, Production Supervisor, 1984-1995.

Career Synopsis

Ball Corporation, Monticello, IN, Operating Systems Manager, 2012 to 2016. Mr. Jones designs, coordinates and manages all production, quality, engineering and maintenance systems-related activities in the Monticello metal beverage container operations. During his tenure-to-date there have 1 production records set. In addition he has been a driving force behind plant-wide achievement of 6 years with no Lost-Time Accidents (LTA). He has successfully implemented four new cutting-edge technologies aimed at setting Ball apart as the sole provider of quality beverage cans to the beer, energy and soft drink markets. He provides hands-on training to all salaried and non-salaried team members in the entire facility. He oversees all Problem-Solving training, teams and follow-up. Mr. Jones is the plant support behind daily incremental improvements to safety, quality and customer satisfaction and the use of visual management aids. He is responsible for data gathering, Statistical Process Control (SPC) and plant surveillance activities. He successfully implemented the initial Safe Quality Foods (SQF) certification and annual certifications since 2012.

IBM Corporation, Indianapolis, IN, Managing Consultant, 2007-2011. Mr. Jones scheduled and managed all his projects working in the Public Sector Federal, State and Local space on short-term Lean Six Sigma projects primarily for the Department of Defense, Social Security Administration, FDIC, FEMA and the State of Indiana. His projects included renovation of the Indianapolis International Airport, Indiana State Welfare reform program and streamlining the Indiana BMV licensing process. He designed, developed and managed the TeamRoom spaces for the all the IBM Project Managers (PM) and Senior Project Executives (SPE) to store their project documentation for auditing purposes. He also performed monthly project audit status updates on all these projects and reported out the audit results for the PM’s/SPE’s so they could better manage their resources, budgets and SLA’s.

In addition to this his other projects included:

Internal IBM account with Process Engineering Group (PEG), Lean Six Sigma PEG Liaison. Mr. Jones directed Lean Sigma process improvement efforts for three Project Leads in the Capability Maturity Model Integration (CMMI) project. Mr. Jones provided additional guidance to the Team Lead on the process required to quantitatively manage the project and achieve Level 5 status. Internal SO Account with the State of Indiana, Business Analyst. Mr. Jones designed, developed and implemented a standardized closed-loop complaint-handling process and system to address client complaints within and outside the coalition. The result was added to the SSPM to satisfy our contractual obligations. Mr. Jones led a second initiative to address how IBM handles distribution of public and private personal documentation. This successful implementation satisfied contractual obligations, prevented legal issues from arising and eliminated the inconsistency associated with individual requests. Internal BTE Account for Client Values, Lean Sigma Project Lead for two projects. Mr. Jones was responsible for leading teams to develop a Global Outsourcing Business Model and Approval Process. Internal IBM SO Account with Carlson Wagonlit, Lean Sigma Transformation Team Lead. Mr. Jones was responsible for leading a client team in application of Lean Strategy and tools to streamline the UID and I-Pass on/off-boarding process for IBM account employees resulting in cycle time improvement. Mr. Jones coached delivery teams on root-cause analysis and problem solving tools resulting in better performance reporting and problem elimination to improve SLA performance.

Package Right Corporation, Tipton, IN, Plant Manager, 2003-2005. As part of a lean initiative Mr. Jones assembled cross-functional teams, trained them on Value-Stream Mapping and led three successful lean projects. The first focused on improvements to safety, quality and productivity (SQP) and resulted in setting a company record of 19 straight months without a lost-time accident (LTA), elimination of customer rejects and a 49% improvement in weekly shipments. The second activity revolved around flexibility and responsiveness to customer needs. This project reduced the die changeover process from 2 hours to less than 5 minutes. The third project was aimed at improving supplier and customer relationships which resulted in a reduction of in-house raw material inventories by over $630,000. As an added benefit he was able to break down barriers with suppliers and move away from truckload quantities and provide smaller more frequent deliveries. During his first 18 months Mr. Jones acquired three competitors as part of a strategic move to position the company for market superiority and sale. This resulted in the business becoming the largest private-label supplier of jigsaw puzzles and board games in the United States.

Dwyer Compact Kitchens, Michigan City, IN, Vice-President and General Manager, 2002. Mr. Jones was directly responsible for all functional areas related to the military, healthcare and consumer goods markets. One of his first tasks was to implement lean manufacturing techniques to turn around and revitalize an 80-year-old business by converting it from a traditional mass-production facility to a leaner manufacturing environment. One particular flow technique (kanban pull-system with supermarket) he implemented improved average daily cabinet production by over 200%. As a result of this success he was promoted from VP of Manufacturing to Vice-President and General Manager of the company. Once in this new position Mr. Jones lowered monthly operating costs 14% by eliminating non-value-added activities across the organization. By completing a “Process Depth Analysis” in the upstream office, he reduced the number of steps required to process an order from 196 to 11. He simplified the engineering process by moving away from customization to standardized products that were in-line with the core competency of the business. By implementing a series of problem-solving tools (5-why analysis, fishbone diagrams and brainstorming) across the organization, Mr. Jones improved customer satisfaction by reducing their complaints 80% in the first 90 days.

ThyssenKrupp AG, Danville, IL Sr. Operations Manager, Presta Division, 2000-2001. Mr. Jones directed two business units with over $41 million in sales. He supervised and managed 12 direct reports. He served on the Senior Management Advisory Board giving direction to four plants representing two divisions. Mr. Jones was the champion of five successful cross-functional lean and six sigma projects. One SMED project resulted in $570,000 of increased annual production. A second project reduced in-house raw material inventories by 28%, streamlined the die-ordering process and removed $153,000 of die inventory. Mr. Jones’ contribution to improved quality and customer relations resulted in his business unit being recognized as “Supplier of the Year” by Dana Corporation, a multi-billion dollar customer. He designed and implemented a multi-dimensional project matrix to ensure all business units ramped up together as one unit and not independent of one another. He negotiated the transfer of $5 million of business from France, Luxembourg and Germany to the United States. Mr. Jones was recognized by senior management for his contributions and improvements to human resources and the annual review process.

Connectronics, Inc., Edinburgh, IN, Manufacturing Manager, 1998-1999. Mr. Jones was the manager responsible for all manufacturing activities related to the military and consumer goods business segment. He developed a simple and effective system of plant-wide policy deployment deliverables to measure all key indicators driving the business. He defined roles and responsibilities for every job classification in the organization. He then appointed team leaders to manage the daily activities. Once goals were set by Mr. Jones, the teams delivered in excess of $541,000 in annualized improvements within the first 6 months. His focused efforts also reduced internal scrap by 22% and increased hourly productivity by 31%.

Valeo Engine Cooling, Greensburg, IN, VPS Engineering and TPM Supervisor, 1996-1998. Mr. Jones managed all plant-wide lean manufacturing, continuous improvement and TPM activities in a 350,000 SF facility with over 990 associates and $380 million in annual sales. He was formally trained internationally as a hands-on lean implementer/trainer and was tasked with carrying out all lean implementation at the Greensburg facility, sister plants and with suppliers. In this role Mr. Jones educated and trained over 200 personnel and staff members on lean tools such as 5S, TPM, SMED, Kanban, Continuous Hoshin and Value-Stream-Analysis. He has personally designed and installed 16 poka-yoka devices to eliminate the potential for human error. Mr. Jones was responsible for implementing the first SPC tool in the organization. He was the team lead who successfully implemented QS-9000 certification and conducted all internal and external auditing for the entire value-stream. Mr. Jones facilitated more than 20 highly-focused lean workshops aimed at elimination of waste. He also managed the group responsible for all future compliance related to the gains realized during the workshop activities. Manufacturing Supervisor: Mr. Jones directly supervised 45 associates. He trained five different self-directed autonomous work teams. He led numerous Problem-Solving Groups (PSG’s) and Continuous Improvement (CI) teams. One of these PSG’s resulted in line efficiency improvements of 19% in the first 18 weeks. He lowered the scrap rate from 1.6 to.07%. He decreased customer returns from 126 to Zero PPM in 19 months. Mr. Jones assisted the Business Unit Manager in writing the policy deployment strategy plan for his $67 million Nocolok business unit. Promoted.

New Energy Company of Indiana, South Bend, IN, Production Supervisor, 1984-1995. Mr. Jones was part of the original plant start up team for this 102 million-gallon-per-year fuel-grade ethanol facility. He was hired 11 months prior to production in order to select staff and train over 50 employees. He directed all finishing area operations to include powerhouse, distillation, drying, centrifuge, evaporation and load-out. Mr. Jones was part of the HR policy team tasked with writing all the policies, procedures and process control systems. In addition to this he personally launched monthly safety, chemical processing, water treatment and maintenance training sessions. Mr. Jones played a key role in raising the production capability by more that 60% over design rate. He has complete mastery of all fluid, solid and steam handling mechanical equipment and processes.

Education

Bachelor of Science in Organizational Leadership and Supervision, Purdue University

Professional Affiliations and Achievements:

Wabash Valley Lean Manufacturing Network

Purdue Technical Assistance Program

Six Sigma Black Belt Certification

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