Six Sigma Quality

William “Bill” A. Richardson

Lean Quality Systems/Six Sigma Black Belt (Multiple Facilities)

Volkswagen, Academy / Lean Center, Chattanooga, TN 3/2012 - present

Lean Production / Quality system Instructor

Trainer in the Volkswagen Academy/ Lean Center. Training of new hired employees: The Volkswagen way, VW Production System and its standardized method building stones; 5s, Nine Types of waste, standardized work, workplace organization, risk assessment, ergonomics and environmental responsibilities and problem solving. The goal is to create a common mindset and understanding amongst all new hires.

Facilitate and teach the importance of “build in quality” within processes and quality products, creating awareness for customer orientation and satisfaction. Inform and instruct about the application of the corporate strategy “passion for detail” into the training modules of the VW Academy/Lean Center.

SUMMARY:

Enjoy structure problem-solving and process analyzing. Challenging the status quo, effectively influencing others (at all levels of the organization) to embrace change, overcome change resistance and seek outstanding ideas.

Johnson Construction Company, Chattanooga, TN 3/2009 - 3/2012

Field Superintendent

Responsible for the Daily activities of multiple Construction sites to ensure contractual agreements are met.

Oversee Multi-State Construction (South East) operations and lead On-Site Supervisors and teams to meet On Time construction demands.

Ensure each site maintained standard heavy equipment and basic logistic capability and material on hand.

ATI MWP Engineered Products, Chattanooga, TN 2007 - 9/2008

Lean Business & Quality System Manager

Manage and lead production teams in problem solving efforts on select projects to improve quality, reduce cost and improve cycle time, rework and process efficiencies. This included training supervisors, managers and employees on root cause analysis, advance problem solving (Six Sigma), point of gemba, Kaizen events and 5s. This ensures that build to quality standards (make it right the first time) meet customers demands and OTD (On time delivery)

As the Business/Quality systems manager (ATIBS) for the ATI Strategic Business Unit, I was responsible for auditing the KPI’s (Key process indicators) at each plant (7 in the United States) to align operational corporate goals within individual plants per product functionality families and their adjacent customers, internally and externally. This required spending a week at each plant monthly and working with executive management as well as presenting the final report of recommendations to the Corporate President for manufacturing improvement process capabilities. In addition, within deviation, findings and recommendations thereafter, I was responsible to remove any key barriers as the manufacturing process expert hindering any manufacturing advancement. This required working with the Plant manager, Operation Manger, Process Engineers and Supervisors to achieve a common strategy for production improvement.

Served as the ATI Corporate co-chairman for PSM (Process Safety Management). This was a full implementation of PSM from its beginning to end stages. My responsibilities were to ensure that OSHA Abatement standards were fully enacted given its deadline under federal law.

Responsible for coaching and mentoring Six Sigma level Black and Green Belts in manufacturing problem solving.

Responsible for the strategic and tactical implementation of Lean Manufacturing principles, practices and techniques supported by rigorous use of Six Sigma and Lean Quality Tools across the Business unit.

Assist business unit leadership in the planning and coordination of improvement plans for effective and sustainable cost saving initiatives.

Responsible for developing, maintaining, and improving the Quality Systems, Document Controls, ISO9000 Audits, procedures, and continuous improvement of the products/processes of the business unit.

Lead teams using Lean principles - Value Stream Mapping, 6S, Visual Factory, TPM, JIT, Demand Flow, and Continuous Improvement Process.

Lead teams to improve key critical to business metrics such as Inventory Turns, Cost of Quality, Cost of Yield, Days to Produce and On Time Delivery.

DuPont (Manufacturing Production Operations), Chattanooga, TN 1993 – 2005

Lean Leader / Continuous Improvement - Six Sigma Black Belt

Responsible for manufacturing production operations, Process, shipping & receiving improvements/Business/Quality Improvements; internationally certified advanced statistics applied to manufacturing processes.

Responsible for leading multifunctional Manufacturing project teams to achieve increased earnings thru application of the Six Sigma Quality Methodology for meeting TQM (Total Quality Management) improvements.

Lead multifunctional teams to improve Quality and Services to our internal and external customers, enhance customers expected demands/specifications and reduce process variation(s).

Identifying areas in the business for Six Sigma Projects and improvement process criteria’s.

Mentoring new GB’s and coaching Green Belt and Black Belt alumni in continued Six Sigma Quality/Business proficiency and proper application/tools of Advance Statistical Methods.

Strong Statistical and Analytical Skills.

Co-chairman for PHA reviews. (Process Hazard Analysis)

Safety and Environmental reporting, data collection compliance

Assist with ISO 9000-02 Audits for Quality Compliance

Greater Chattanooga Co., Chattanooga, TN 1988 - 1993

Supervisor

Responsible for Daily/Weekly Operational functions

Responsible for employee time carding for pay

Lead / Supervise team for job expectations and compliance

Responsible for Safety of Employees and Equipment preventative maintenance/upkeep

Responsible in Lead position for employee dispute handling

Phelps Dodge Corporation, Copper Mining & Smelter, Playas, NM 1986 – 1988

Various job roles and promotions

Crushing and Bedding operator. Responsible for insuring and patrolling bedding plant belts and operations; loading bed systems for transportation to furnaces

Flash & Electric Furnace slag operator. Responsible for skimming hot metal and removal of furnace slag for tapping operations

Converter Operator. Responsible for oxygen injection into liquid copper metal, conversion from matt metal into high grade copper metal. Also responsible, trained for operation of 60 ton overhead crane, track jack, fork-truck, Dozers and Front end loaders

EDUCATION:

Bachelor of Science, Business Management, Colorado Technical University, Colorado Springs, CO

Honors Graduate, Magna Cum Laude

PROFESSIONAL CERTIFICATIONS & COLLEGE CERTIFICATIONS:

Certified Six Sigma Black Belt

Six Sigma Black Belt Technical Registration

Certified Six Sigma Green Belt

ISO 9001 Auditor

Chattanooga DuPont Site Safety Coordinator

MOST RECENT ACCOMPLISHMENTS:

As a Six Sigma Black Belt, successfully saved over $3.5 MM through various Six Sigma Black Belt process improvement projects.

Successfully lead and implemented data collection systems which allowed project identification for improvement standards and modeling.

Successfully lead a Multi-Business Unit team that improved the accuracy of forecast modeling. This improvement increased the O.T.D. (On time delivery) to internal and external customers by 12%.

Championed and lead multiple lean manufacturing projects that improved key metrics such as inventory turns, cost of quality, cost of yield and days to produce. Overall key metrics were improved 67% within the first 6 months of implementation.

Improved the ISO Quality systems to a full Electronic System. This improvement allowed employee access for review, enhanced the reporting abilities and overall deviation response time to address key quality issues and elimination of paper trailing. The improved Quality system connected the internal and external customers directly to the quality response team.

Designed and Implemented a Quality / Lean manufacturing orientation program for new employees. This program is designed to teach techniques and methodologies of lean concepts for newly hired personnel.

Successfully co-chaired Full implementation of PSM (Process Safety Management) OSHA required Safety program.

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