GANDY “LEE” SMITH
Manufacturing Production Manager
Product Development / Operations Analysis / Team Leadership
An exceptional record of improving manufacturing environments, accommodating new products, providing leadership and motivation to diverse teams and improving the flow of information between divisions and departments. Proactive, responsible, disciplined and dedicated.
Quality Control Processes and Procedures Scheduling
Floor Layouts Lean Manufacturing Principles Team Leadership
Communication Account Acquisition Product Development
NATIONAL CIRCUIT ASSEMBLY, GARLAND, TEXAS
Directly responsible for the daily activities for the Final Assembly area
- Managed all functions of the Final Assembly area.
- Implemented Lean Manufacturing principles by reducing lot sizes
- Began quality training with weekly meetings and visual aids
- Worked to implement new products with engineering and planning
- Provided training to operators on new products
SOUTH WIN LTD, ARLINGTON, TEXAS
LEADING MANUFACTURER OF CAR CLEANING FLUIDS
Directly responsible for the operations of the bottle fill line, shipping and receiving
- Coordinated and prioritized the daily work orders
- Managed all incoming and outgoing material
- Worked to improve production by 10%
- Assisted in adding new production equipment and products
- Performed employee training on new procedures
MANNTECH, COPPELL, TEXAS
LEADING DISTIRBUTOR OF NUTRITIONAL SUPPLEMENTS
Directly responsible for the daily activities of the maintenance staff (Comprised of Mannatech staff and contractors)
- Supervised and coordinated janitorial service functions
- Coordinated and prioritized the daily work orders
- Coordinated and supervised all Corporate and Distribution Center office moves
- Coordinated services provided by vending companies
- Coordinated all outside vendor services
- Supervised incoming and outgoing mail
- Supervised incoming and outgoing UPS and FedEx shipments
- Safety Coordinator
- Security Badge Administrator
- Main contact with the landlord
- Performed all building audits and inspections
TELECT, PLANO, TEXAS
LEADING MANUFACTURER OF TELECOM RELAY RACKS AND CABINETS
Directly responsible for the daily schedule and output attainments of the paint and weld department for one of the leading telecom product suppliers. Oversaw the operations of a staff of 40 involving two shifts.
- Produced work schedule for paint and weld departments.
- Met daily with production planners to anticipate current and future requirements for manufacturing needs.
- Worked to streamline manufacturing processes by moving workstations and strategic placement of work areas.
- Assisted in the elimination of a process step that saved the company approximately $500 per day.
- Worked with the Engineering department to get equipment back to a functional level.
- Implemented Lean Manufacturing Practices
FIBER SYSTEMS INTERNATIONAL, Allen, Texas
Manufacturers of fiber optic solutions, $20-million in annual revenues.
2002 to 2004
Direct the daily operations for the nation’s third largest fiber optic solutions provider with expertise in manufacturing custom designed products for harsh environments, high tech communications systems and for heavy industry. Staff of 45, including supervisor.
Inherited an unstructured workplace, less than 600 sq. ft. of manufacturing space, rapidly increasing sales, a six week ($1.5-million) backlog of time sensitive orders and burgeoning quality control issues.
- Streamlined the manufacturing process with oversight for expansion into a 2,000 sq. ft. manufacturing facility. Re-laid production lines and re-sequenced the manufacturing process to accommodate widely varying product orders. Introduced Lean Manufacturing practices.
- Instituted daily cross-departmental meeting with Parts, Sales and purchasing to review and monitor incoming orders. Subsequently added weekly production meetings with Line Leads to improve communication and identify areas of improvement.
- Reduced Quality Control issues dramatically. Eliminated a nearly 30%-internal re-work ratio and an additional 10% Completed Order return ratio.
- Added on-site training programs to improve moral and productivity. Suffered less than a 3% annual turnover – primarily through promotion. No terminations.
FLEXTRONICS INTERNATIONAL, Richardson, Texas
International contract manufacturer, primarily for Motorola, AT & T and Calix
1999 to 2002
Guided the high-precision manufacture of custom designed shelves, cabinets and sub-assemblies for major communications companies including Motorola, AT & T and Calix.
Oversaw the ongoing development as the company grew from 12-to-125 manufacturing operators, including three supervisors, on two shifts. Major contributor in implementing lean manufacturing practices.
- Provided technical manufacturing expertise, in collaboration with engineering and the customer’s purchase agents, in the acquisition of significant new business including
AT & T and Calix.
- Advised manufacturing and engineering specialists for Calix and Motorola during the account acquisition process and to outsourced services. Assisted in the development of product specifications.
- Developed manufacturing floor plans, projected staff levels, generated work flow schematics, collaborated on quality standards and authored process and procedures to accommodate rapidly escalating manufacturing levels.
- Negotiated with third-party vendors to establish supply levels and timetables in anticipation of a transition to JIT manufacturing.
- Achieved volumes in excess of 10,000 packages daily for Nokia hands-free automotive telephone systems; up to 100 frames weekly for Motorola and Calix, plus 300 shelves for AT &T.
ALCATEL USA INC., Plano, Texas
Formerly Rockwell International which then acquired DSC Communications.
Manufacturing Manager / Supervisor (1998 to 1999)
Directed the daily operations of a 75-operator manufacturing floor in the Access and Transmission Products division (cabinet / shelves / subassembly), maintaining production schedules, deadlines and manpower. Oversaw two supervisory personnel.
- Selected as one of a dozen team members considering and then establishing manufacturing criteria and procedures to accommodate the transition to JIT and KANBAN manufacturing systems.
- Achieved reductions in cycle time from 19 days to 8 days after the successful implementation of JIT and KANBAN.
- Restructured the build process ultimately allowing for a 15% improvement in production rates and a companion 10% reduction in staff.
- Consulted interdepartmentally (as below) as new generations of products were introduced. Coordinate plans with engineering, materials, and parts. Coordinated vendor participation for new production requirements (KANBAN) and ordering methodology.
- Developed Policies and Procedures to address manufacturing processes, approved in-house training programs, oversaw employee evaluations, resolved production issues and guided the introduction of new products to the floor.
Supervisor (1991 to 1998)
Oversaw the daily efforts of up to 30 production operators building transmission support
products (frame and sub-assemblies).
- Assisted engineering and planning in the introduction of seven new product generations, recommending changes in the manufacturing floor layout, process flow and quality issues.
- Oversaw operator hiring, training and performance evaluations.
Foreman / Lead Operator / Operation (1989 to 1991)
A rapid series of promotions from manufacturing to leadership, gaining expertise in executing build orders and communicating with professional engineers and production planners.
TRAINING AND DEVELOPMENT
Leadership Training - 7 Habits of Highly Effective People - Quality Management Skills
Cycle Time Measurements - Total Quality
Continuous Flow Improvements - QAT Tools - Cross Functional Teams - Barrier Removal Teams
OSHA Training – Safety / Securit