EMERY W. COFFEY

**** ********* ***** **, *******, NC 28601 828-***-**** e9yvt1@r.postjobfree.com

PLANT MANAGEMENT / LEAN MANUFACURING / CONTINUOUS IMPROVEMENT

Lean / Six Sigma / Process Control / Capacity Planning / Operations / Kanban / Systems / Quality / Startups / Turnarounds / ERP / ISO / Benchmarking / Multi-Site / ES&H Compliance / 5S

Versatile operations problem-solver for managing operations, quality, process optimization and supply chain development in plant startups, turnarounds and Lean implementations. Data-driven decision maker with a passion for sustainable improvements. Managed expense budgets to $12M and staff to 240. Based on operational and manufacturing experience gained at innovators such as Alcan, Alcoa and Takata, I am able to contribute with a skill set consisting of:

Managing change to improve efficiency in diverse business environments

Implementing Six Sigma and Lean transformations to improve capabilities

Developing creative and cost-effective solutions to manufacturing challenges

Mentoring and directing employee development to support the business plan

Received my Bachelor of Science in Industrial & Systems Engineering from Georgia Institute of Technology in 1983. Certified by Qualcom in Six Sigma Green Belt Project Management.

SELECTED ACCOMPLISHMENTS

Improved plant profit margins 38% through Lean processes. Excessive waste resulted in Alcan plant earnings of <13%.Taught A3 process, SMED, poka yoke, variability reduction and 5S to achieve improvements. Plant yield was up 9%, saving $850K in annual waste and $300K in efficiency gains.

Raised output 67% and reduced quality complaints 70%. Alcoa production lines were producing 600 assemblies per shift with errors, shorts and ergonomic issues. Using Lean principles, rearranged warehouse, redesigned work stations, semi-automated one process and implemented visual management. Line output jumped to 1000 assemblies per shift and quality complaints dropped proportionately. Netted $900K annual savings.

Led ERP software integration for manufacturing improvements. Takata plant was selected to beta-test customized ERP software solution driven by auto safety regulations. Specified and trialed customization to support EDI, process control integration, and barcode inventory transactions for sequencing order, build and ship activities.

Saved $3M in cost improvement and elimination of overtime. Takata production lines had sensoring and bottleneck problems. Customer requirements forced overtime demands. Utilized line balancing techniques along with quick change fixturing to improve efficiency and reduce cycle times. Implemented Kanban line replenishment.

Used kaizen to turnaround plant productivity. Faced challenge of improving Takata propellant explosives manufacturing that had youthful workforce and open supervisor positions. Collaborated with Training to implement self-directed work teams. Initial team eliminated root cause to reduce area waste 90%, saving $100K annually.

CAREER HISTORY

Current, since 1/2011 consulting role for two different companies.

Plant Manager, Alcan Packaging, 2008 to 9/2010. P&L responsibility for medical device packaging plant recently sold to competitor. Met safety, quality and revenue goals through stabilization and Lean transformation.

Process Improvement & Quality Manager, Alcoa, 2006 to 2008. Division-level position responsible for continuous improvement, quality systems and infrastructure development to support growth opportunities for six facilities.

Manager Supplier Quality Assurance, Continental AG, 2004 to 2006. Responsible for global supply base delivering 500M+ parts annually, including electronics and molded, machined, turned and stamped parts.

Takata Restraint and Inflation Systems, Inc. $4.7B global automotive part manufacturer, 1988 to 2002.

Senior Supplier Quality Engineer. Corporate level advanced quality activities and development of suppliers for metal parts, TPO resins, paint, textiles, adhesive products, fasteners and inflators.

Program Manager. Responsible for launching ten Toyota, Nissan and Honda airbag programs. Assisted in closure of MS facility and consolidation of assembly to SC. PM during move of manufacturing from SC to Mexico.

Materials Manager. Stabilization assignment to eliminate inventory shrinkage and obsolescence. Primary objectives were lead time, inventory and freight reduction, inventory turnover and inventory accuracy.

Propellant Manager. Turnaround assignment of manufacturing facility, implementing Lean principles.

Quality Assurance Manager. Start-up and growth activities of U.S. airbag operations.

Earlier Career: Dept. Mgr., Quality Engineer, Process Eng., Systems Analyst