Production Supervisor Project Management

TERRY WILLIAMS

**** *** * ***** ********* AR, ***02 501-***-**** *********@*****.***

EMPLOYMENT HISTORY

Retired in April 2021 and started drawing social security. After a couple of months boredom set in. Since then, I have worked at a couple of convenience/retail stores and in the fall and winter I would substitute teach at Bryant School district through. Kelly Services. I am eager to get back into the manufacturing field.

Reynolds Consumer Products. Malvern, AR Apr 2019– April 2021

Production Supervisor

Manage, direct, and coordinate all activities related to a production shift to maximize productivity and minimize cost while maintaining safety and quality.

Typically supervises 50+ hourly shift employees.

Carry out supervisory responsibilities including interviewing, hiring, and training employees; planning, assigning, and directing.

work; appraising performance; rewarding and disciplining employees; addressing complaints and resolving problems.

Allocate labor and resources to meet operational needs including review of staffing needs and ensure.

shift transitions are communicated properly.

Assures adherence to production schedule, material resources/usage and output requirements including compliance of line speeds, set-ups, and materials to the production schedule.

Support and improve upon quality initiatives designed to meet plant goals and serves as the liaison between production and

quality.

Ensures safety programs are implemented effectively, reviewed regularly, and revised as necessary.

Lennox Air Inc. Stuttgart, AR April 2018 – April 2019

Production Supervisor

●Develops a long-term strategy for the improving quality and safety results.

●Responsible for developing, executing and maintaining fabrication and assembly operations to assure that all products manufactured by the organization meet customer demand.

●Align Manufacturing Organization with Quality Assurance objectives and work closely with other members supporting Lean

●5 to 10 years proven track record of increasing responsibility, pro-active, operations or production management in fast-paced environment(s) required - direct HVAC, Lean Manufacturing and Six-Sigma experience a strong plus.

●Solid analytical, interpersonal (including coaching, facilitation, conflict resolution) and verbal/written communication skills required.

●Strong planning, project management, and organizing skills required.

●Solid working knowledge of Lean production management and quality integration concepts and a proven track record of change implementation are required.

●Current and thorough knowledge of PC software applications, including Microsoft Office products and project management software required.

.Olympus Surgical Technologies Bartlett, TN Sep. 2014 – Mar 2017

Value Stream Supervisor

●Provide leadership for all parts of the value stream. Direct reports include 2 Production Supervisor, Materials Planner, Sustaining Engineering, Quality Engineer, 2 Manufacturing Engineers. Responsibility includes control and improvement of KPI’s

●Participate as a member of the Safety Committee

●Attend weekly Staff meeting

●Participate as a member of the 5S Committee

●Uses internal and external processes and tools for continuous improvements

●Manage employee performance and development by setting clear expectations and providing regular feedback

●Monitor and present Value Stream budget results at monthly financial reviews to corporate financial team

Nefab Packaging Collierville, TN Sep. 2010 - Sep. 2014

Plant Manager

●P&L responsibilities for Production, Operations, Quality, Facilities and Planning

●Participated as a member of the Safety Committee

●Participated as a member of Project Teams and/or Cross-Functional teams as required

●Establish standard operational methods and procedures to enhance production operations and processes.

●Reviews production, quality control, scheduling, maintenance and operational reports to determine causes of nonconformity. Analyses this information against product specifications to develop cause and effect and correction documentation.

●Coordinates production activities with sales, procurement, maintenance, and quality control to maintain proper raw materials and finished goods inventories.

●Review and approve all subordinates; make recommendations for increases, promotions and terminations including responsibility for ensuring completion of Performance Evaluations.

●Responsible for all capital programs associated with Tooling, Automation and Manufacturing Engineering.

●Responsible for the approval of supplies, materials and outside services related to Manufacturing Production and Facilities Maintenance.

Remington Arms Company Inc. Lonoke, AR July 2009 - Aug. 2010

Area Manager

Shared responsibilities with other senior levels managers with company financials that included:

●Est. Annual Standard Cost of Good Warehoused $ 45.0 to $ 55.0 Million

●Est. Annual Operating Expenses $ 20.0 to $ 24.0 Million

●Est. Annual Capital Expenditures $ 1.0 to $ 2.0 Million

●Responsible for core operational values of safety, quality, cost management, continuous improvement, and conformance to customer requirements.

●Managed 8 supervisors, 1 administrative assistant and indirectly managed approximately 220 hourly employees.

●Through a participative style, promotes a team-oriented work environment based upon open two-way communication, cooperation, mutual respect and mutual trust.

●Assists in defining appropriate short term corrective actions to quality processes. Where applicable assists in understanding the root causes of more long-term issues and ensures in the implementation of the appropriate corrective actions to prevent future occurrence.

●Identifies training requirements for employees and area responsibilities and secures the necessary resources and tools for developing employees’ skills to ensure competency in their assigned jobs.

●Interfaces daily with personnel from support groups such as maintenance, warehouse, engineering, production planning and purchasing.

●Responsible for meeting operational objectives such as safety goals quality standards, scrap and inventory levels, production targets, labor and rework efficiencies. In short monitors and works to achieve plant metrics to run a profitable business.

Haldex Brake Products Kansas City, MO July 2004 - Sep. 2008

Plant Manager Haldex in Vancouver, Washington Nov. 2007 - Sep. 2008

●In addition to the duties outline below for the Harrisburg plant I performed the following duties:

●Worked with property manager to close Haldex Distribution warehouse in Portland, Oregon

●Searched industrial sites and secured lease for new mfg. facility in Vancouver, Washington

●Interviewed, hired & trained new employees. Recruited contractors and vendors for plant operations

●Performed value stream mapping to lay out production process & directed installation of equipment/machinery

Plant Manager Haldex in Harrisburg, Pennsylvania June 2006 - Nov. 2007

●Directed all manufacturing and business operations for the plant by

●Assumed all P&L responsibilities for the facility. Implemented Lean Mfg. Principles Reviewed Product Quality

●Coordinated production, distribution, warehousing, and customer service priorities for daily operations

●Modified production/inventory processes to enhance profitable operations by using Kanban and 5S principles

Production Supervisor Haldex in Little Rock Arkansas July 2004 - June 2006

●Supervised 32 + full time and part time employees.

●Directed the lean-thinking/manufacturing and process improvement projects for all departments

●Worked with materials and planning staff to set priorities and targets for production, logistics, and maintenance teams. I was the primary contact for employment agencies, plant vendors and suppliers

Remington Arms Company Inc. Lonoke, AR Feb. 2004 - June 2004

Production Supervisor

●Supervised 15 + full time/part time production, tool setters and data collection employees

●Trained employees in ISO standards, safety policies, company policies, team- building skills

●Tracked, monitored and approves absentee reports, vacation logs and overtime schedules

●Monitored production using Kanban and 5S programs to ensure customer requirements were met

●

Bachelor of Science Degree in Industrial Engineering Technology from Southern Illinois University

ADDITIONAL SKILLS AND EXPERIENCE

●Strong writing, verbal and organizational skills.

●Computer skills including Outlook, Word, Excel, Power Point.

●Served as internal auditor on quality systems for ISO 9000 & 9001.

ADDENDUM OF NOTABLE SKILLS AND ACCOMPLISHMENTS

Lennox

Implemented safety policy that required all new employees to wear an orange safety vest for 90 days.

This allowed supervisors and management to identify and monitor new employee performance and adherence to safety policy and practices.

Implemented training matrix to facilitate cross training.

Worked with IT to format electronic KPI information to facilitate daily Gemba walks.

Olympus

Implemented daily management walks that Quality, Scheduling, Operations, Supervisors, Lead personnel participated in at the start of each shift. The objective was to focus on previous day metric results.

Implemented one-piece-flow for surgical blade production line which replaces the current batch processing.

Replaced current supermarket parts replenish system with a tabletop wider-spider parts bin system.

Remington

Worked on Kaizen and 5S event to standardize work procedures, training, and lubrication on draw line equipment.

Created a spreadsheet that included 600 SKU’s that identified what machines could run products. Information included machine capability and primary and alternate equipment usage.

Reduced temporary and full-time hourly head count from 240 people to 220 people.

Used visual management tools (electronic and graphs) to demonstrate target production as opposed to live production numbers.

Implemented Kan Ban signage and pull cards for raw materials.

Haldex

Reduced temporary and full-time head count from 47 people to 42 people during peak season and from 38 to 32 people during normal season. This was accomplished by implementing lean mfg. techniques and setting reasonable production goals and holding operators accountable to meeting goals. This reduced the labor cost by a minimum of $75,000 per year.

Reduced the area to stage Kan Ban products. This saved floor space and allowed the returned products to be stored inside the warehouse rather than outside. This facilitated compliance with environmental regulations and improved exterior aesthetics of the plant. In addition, it resulted in time saved when retrieving product.

Reduced $65,000 of inventory carrying cost of supplies and materials by eliminating obsolete materials and right sizing the amount of needed materials.

Streamlined the paperwork flow so that an administrative position could be eliminated, which saved $30,000 in salary expenses.

Trained and implemented 5S program to the hourly work force.

Nefab Chick

Reduced hourly staffing by 10%. This saved approximately $175,000 in labor and benefit costs.

Introduced Kanban’s systems to facilitate meeting customer demands on short notice.

Established production targets and monitored and charted individual and team results.

Implemented Visual Management Systems and 5S programs to the production operations.

Alcoa

Reduced feedstock levels by 25% resulting in a $120,000 reduction in inventory cost.

Trained and implemented 5S program to the hourly work force.

Created, implemented, and cataloged 356 safety discussions so that daily meetings could be documented and comply with OSHA requirements.

Orbit Valve

Using data from blueprints and machine grips determined economic bar length purchases to maximize bar stock expenses. This resulted in $65,000 yearly savings.

Streamlined documentation department that lowered work-in-process time by 20% and reduced 60 hours of labor cost per month. Save approximately $8500 labor cost yearly.

Negotiated air and freight costs that resulted in $20,000 yearly savings.

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