Engineer Manager

SCOTT WILLIFORD

**** ***** **** • Knoxville, TN *7918 • 865-***-**** • ************@*******.***

http://www.linkedin.com/pub/scott-williford/11/726/15a

Senior Engineer

Senior engineer with extensive experience in management and engineering in manufacturing environments where efficiency, quality, profitability, and safety are emphasized. Consistent experience in startup of new lines, overhaul of existing processes, and implementation of Lean processes. Most comfortable leading from the production floor and working to build strong teams, engaged in achieving goals.

“Scott does not wait to be told what to do. He is very good at recognizing potential roadblocks and implementing solutions. Scott is a problem solver. He does not let issues stand in his way. He will use any resource available to attack and conquer.” – Richard H., Barrette Manufacturing Manager

Continuous Process Improvement • Lean Manufacturing • Quality Improvement • Process Overhaul

Kanban • JIT Inventory Control • Labor Cost Reductions • New Line Expansions • Machine Design •Autocad

EXPERIENCE

Barrette Outdoor Living • Bulls Gap, TN

Manufacturer of vinyl fencing and structures.

Continuous Improvement Engineer

New Product Development 2011-Present

Led team in development of new generation of picket fence panel using blow molding process resulting in proprietary construction that is stronger than traditional vinyl picket panels, higher quality, and more efficient to fabricate.

• Secured orders of 40,000 units for 2012 for Home Depot, growing that account for first time in five years.

• Designed and built 3 dedicated 50-ton blow molding presses in house.

• Created blow mold tooling in house for 4 separate picket geometries with hydraulic in-mold trimming capabilities.

Pro Fab Department Manager 2009-2011

Developed Pro Fab Department from scratch to reach new custom-design client base. Overhauled processes and procedures focused on volume production to new, high-quality, custom production batches with streamlined processes and lower cost thresholds. Built strong team of core hourly staff and long-term temporary production employees. Authored improved quality procedures and production standards. Managed staff of 4 salaried and 80 hourly employees.

• Took new business line from zero revenues to $15,000,000 in two years.

• Expanded production to 24/7 operation and four shifts.

• Reinvented production layout and expanded footprint from 5,000 SF to 30,000 SF to increase capacity.

• Created custom work order process to support new “custom-manufactured kit”-type delivery methods with over 1,000 SKUs, 3-day delivery of pick-to-ship items, and a 10-day lead time on made-to-order.

• Designed material and inventory controls to support new process.

New Product Line Acquisition and Set up 2007-2009

Led production acquisition of Canadian competitor producing vinyl-extruded storage sheds in order to expand market reach. Relocated all equipment and reinvented entire process, shifting from batch-based to line-based. Relocated six existing production cells and supporting supermarket to create space for acquired product line. Implemented Lean Manufacturing concepts simultaneously, working continuously to execute production culture change and shift ingrained methods.

• Cut required production footprint by 75% over competitor’s and went from zero capacity to 30,000 units a year, realizing $20M in new revenues annually.

• Established Kanban system for production control to achieve JIT inventory management for new main assembly line with 5 work zones.

• Designed production wheel for two extruders and Standard of Work for 4 manufacturing cells in order to continuously supply main assembly line with fabricated parts.

• Improved cell efficiency through overhaul or replacement of key pieces of fabrication equipment.

Lean Manufacturing Implementation 2006-2007

Led implementation of Lean Manufacturing processes-- overhauled production through new Standards of Work, established Kanban system, set up supermarket, and redesigned production flow. Worked with Lean consultant on implementation and led staff from the front on adoption of processes.

• Cleared 10,000 SF of floor space, eliminated $250,000 of Work in Progress (WIP), and reduced labor by 16,000 man-hours per year.

• Reduced inventory by $580,000 and removed 5000 skids from the system through development and implementation of Kanban system.

• Slashed WIP inventory by $200,000 and cut annual packaging costs by $50,000 through use of WIP first-in, first-out (FIFO) lanes feeding five manufacturing cells.

• Eliminated three forklifts and developed new tugger routes for cell supply.

Engineer II • 2005-2006

Directed outside vendor s during design, installation, and startup of custom wrapping machine and Servo sawing systems for 2 extrusion lines.

• Reduced annual labor by 8,640 man-hours.

• Eliminated 12% of process scrap

• Reduced required cells from 3 to 1.

Earlier Career Experience includes:

Vinylex Corporation, Knoxville, TN • 1987-2005

Corrugating Roll Corporation, Rutledge, TN • 1985-1987

EDUCATION

Master of Science-Industrial Engineering

University of Tennessee, Knoxville, TN • Honor Graduate

Bachelor of Science-Mechanical Engineering

University of Tennessee, Knoxville, TN • Honor Graduate

Lean Manufacturing Principles – The Ohio State University, Fisher College of Business, 2003

Detailed History Prior to Barrette

July, 2004-March, 2005 Vinylex Corporation Knoxville, Tennessee

Lean Manufacturing/Maintenance Manager

Manage Plant Engineering Department consisting of 2 salaried and 15 hourly employees supporting a 24/7 plant operating schedule. Duties included:

• Working with Maintenance Superintendent to prioritize workload.

• Planning and scheduling major projects.

• Developing justifications for major capitol projects.

• Developing metrics for the maintenance group so continuous improvement efforts can be managed.

Lead team implementing 5S on the production floor. Projects included:

• Developing a tooling storage system.

• Developing equipment storage system.

Review the profitability of existing products and manage improvements for those with poor margin.

2003 – July, 2004 Vinylex Corporation Knoxville, Tennessee

Lean Manufacturing Manager

Lead in the application of Lean Manufacturing principals on the production floor. Projects included:

• Lead team that used SMED principals to reduce changeover time on a major product line.

• Developed a master plan for implementing 5S on the production floor.

Reviewed the profitability of existing products and manage improvement efforts.

Managed Fabrication Department with ten hourly employees operating on two shifts.

1997 - 2003 Vinylex Corporation Knoxville, Tennessee

Fabrication Department Manager

Managed Fabrication Department with 10 hourly employees operating on 2 shifts. Duties included:

• Developing production standards and employee bonus plan.

• Quoting new products by estimating equipment cost and production rates.

• Supervising two engineers engaged in various projects.

• Overseeing design or purchase of equipment and tooling.

• APQP Team Member for several automotive products.

1994 - 1997 Vinylex Corporation Knoxville, Tennessee

Project Manager

Managed development of large product lines. Duties included:

• Managing development of product lines for GE and TRW.

• Overseeing transfer and startup of product lines and equipment purchased from other companies.

• Supervising two engineers engaged in various projects.

1987 - 1994 Vinylex Corporation Knoxville, Tennessee

Design Engineer

Responsible for design and construction of equipment used in production. Duties included:

• Designing custom machines such as punch presses and saws.

• Designing punch tooling used in production.

• Supervising one engineer engaged in various projects.

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