Tier 1 Program Management

ANTHONY D. GREEN

**********@*****.*** *** Boyds Creek Dr

Ph. 206-***-**** Glasgow, KY 42141

QUALITY & MANUFACTURING PROFESSIONAL

Lean Manufacturing … Six Sigma … ISO… IATF Internal Auditor ... AISC … TQM … Process Documentation/Project Management … Production Coordination … JIT Manufacturing … Safety Program Management … Computerized Manufacturing, Inventory Control, Order Processing

Qualifications

Skilled at managing people and projects in manufacturing environments utilizing TQM, Lean, Six Sigma, and instituting ISO and AISC programs,

An excellent communicator, problem solver, leader, and team builder, with proven ability in organizing high-performance work teams that consistently exceed production and quality goals.

Highly diverse production experience in machine shop, welding, electro-polishing, component assembly, clean room operations, digital printing, molding, and safety program management.

Strategic and action oriented operations planner, including project budget development and execution.

CAREER OVERVIEW

ABC Technologies 9/22 - Present

Leading Tier 1 supplier of Molded Interior components to the automotive industry

As Production Manager

Hired to improve performance and culture of an existing Tier 1 facility

Increased OEE by over 20% through standard work and Lean protocols

Implemented IATF QA processes that resulted in increased accountability and overall product quality

Improved Processes by implementing Standard Work through a Tiered Process Structure

Reduced TIR from over 6% to below 1%

Improved Financials by over 25% by focusing on efficiency and problem solving

BRUSS AUTOMOTIVE 3/22 – 8/22

Leading Tier 1 supplier of sealing and closure systems to the automotive industry

As Production Manager

Hired to improve performance and culture of an existing Tier 1 facility

Increased OEE by 30% through implementation of Standard work

Increased staffing and retention levels by revamping Training programs

Improved communications and relations between Leadership and Staff

MAGNA INTERNATIONAL/BOWLING GREEN METALFORMING 11/2015 – 7/2021

Leading Tier 1 supplier to the automotive industry

As Area Lead

Hired to start a new Department and manage daily operations of other existing Departments.

Reduced Headcount by 20% during a time of increased volume

Eliminated an entire shift based on increased efficiencies

Increased Quality from a customer measured L4 to L1

SCOUGAL RUBBER 03/2010 – 08/2015

Leading manufacturer of custom molded rubber products for the automotive and transportation industries

As Quality Manager

Hired to implement modern Management protocols and manage daily operations of the Quality Department.

Transitioned department during a relocation to a new state

Increased departmental efficiencies that led to a 30% reduction in manpower

Improved communication with customer base allowing increased sales

Implemented ISO based QA processes that resulted in increased accountability and overall product quality

RAINIER INDUSTRIES 04/2009 – 12/2009 Contract Position

Innovative manufacturer of display, fabric, and shade solutions

As Division Manager

Hired to implement Lean protocols and manage daily operations of the Shade Division. Responsible for improving product quality, on time delivery, cost overruns, and inventory variances.

Reduced production lead time from 25 days to 8 days by streamlining the production processes

Increased profit margins from 0% to 50% by implementing Lean protocols

Reduced inventory variances by over 300% by implementing a basic MRP system

Implemented ISO based QA processes that resulted in increased accountability and overall product quality

DST OUTPUT 03/2001 – 11/2008

The largest digital printing firm in the nation

As Production Supervisor

Promoted in 2004 in order to build and organize a new digital printing department that eventually became responsible for 90% of revenue.

Self Educated in the operation and maintenance of the nation’s first high speed digital inkjet press system

Trained all operators to increase the efficiency of the new department

Organized and hired new operators and supervisory staff as sales increased

Implemented Engineering and other cost saving measures that lowered cost per sheet to half

Grew department from one person to 200, and one press to nine

As Training Coordinator

Promoted in 2003 to streamline and implement a more effective training protocol.

Organized the Training Department from an inconsistent OJT model to a certified curriculum

Reduced training through times from several weeks to two

Improved efficiencies for new operators from 22% to 80%

VERIFLO INCORPORATED 04/1994 – 09/1999

The leading supplier of precision valves and regulators for the semi-conductor industry

As Manager, Regulator Department

Promoted in 1997 to turn-around product delivery and quality problems in this department. Responsible for improving product quality and on-time delivery, establishing production goals, organizing process improvement team and monitoring supplier quality.

Reduced production lead-time from 23 days to 9 days by implementing recommendations from process improvement team

Improved employee morale by facilitating their active involvement in production and quality process improvement

Increased new business for the regulator department due to improved product quality and rapid order turn-around.

As Manager, Valve Department

Promoted in 1995 to transition a reorganized production department to JIT manufacturing format. Responsible for selling department transformation to work force, developing infrastructure to support new processes and procedures, and measuring the effectiveness of the reorganized department.

Transitioned department work force from top-down directive style management model, to empowered, shared problem solving-decision making model

Reduced product defect rates by over 97 % and product return rate to less than 1%

Lowered product lead-time from three months to five days

Increased quality assurance first pass yield ratios from 20% to over 99%.

As Cleanroom/Assembly Supervisor

Promoted in 1995 to implement new quality systems and procedures for the cleanroom. My responsibility was to determine areas for improvement, and implement new processes and procedures to reach acceptable levels of customer driven quality.

Improved quality levels by 50% within thirty days, by team based comprehensive problem analysis, and process improvement action

Grew customer base by improving product quality to meet strict customer requirements

As Quality Control Supervisor

Hired in 1994 to verify processes and products met all company standards. Responsible for the introduction of ISO 9000 Procedures.

Implemented ISO 9000 program and the continuous improvement of product and process journey

Additional Experience: U. S. NAVY, Following a rigorous two year training program, held several engineering assignments on nuclear submarines from 1987 to 1994.

EDUCATION

U.S. Navy Nuclear Engineering Program

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