Service Manager

Rene Menard

*** *** *** - **** ****, UT ***** USA - PH: 801-***-**** – kojcr4@r.postjobfree.com

Lean Six Sigma Black Belt, Project Manager & Continuous Improvement Practitioner

with diverse experience in: maintenance & service planning, production & operations management, product

commercialization support & testing, field operations support, training & publications development, quality

and project management.

Proficient at establishing and monitoring productivity goals, reducing product life-cycle cost, enacting

product quality improvement and leading cross-functional teams on key projects. Experienced in lean tools

& Six Sigma implementation i.e., 5S, Kaizen, Value Stream Mapping, Visual Management, SPC, TQM,

Manufacturing/Transactional Process Improvements as well as the implementation of PMI’s project

management body of knowledge including 5 basic process groups and 9 knowledge areas.

PROFESSIONAL EXPERIENCE

PROFESSIONAL

Honeywell co. (Titanium mfg) 06/2010 - present

Plant Manager responsible for 24 x 7 operation producing high grade titanium using the Hunter

Process.

Established plant Vision & Mission and Strategic goals utilizing customer focus information.

Implemented strategic plans to support the plant goals (e.g., budgets, forecasts, capital plans,

operating review, facility plans, etc.)

Directed the identification and implementation of continuous improvement and cost savings

opportunities through TPM methodologies. Promoted TPM activity in the plant to ensure incidents

reports (root cause analysis & rapid problem solving) are completed per procedure.

Adhered to the MOC (management of change) process to include installation, customization &/or

upgrading of equipment. This included coordination of the revision of system and vendor

documentation, and ensured training of personnel.

Managed raw material, in-process and finished goods inventories and coordinated inventory

requirements with purchasing consistent with inventory levels/turnover goals and coordinated

month-end inventories.

Developed and approved the master production schedule, shipping schedule and coordinated

production activities between shifts and other functions.

Established a labor productivity accounting system that resulted in a 40% time utilization efficiency.

Maintained plant oversight using KPIs to achieve maximum: safety, cost, delivery, quality,

inventory, and ETECT objectives.

Ensured that all Process Safety Management, Change Management processes and Standard

Operating Procedures are strictly enforced.

Liaised with the Community to represent the company as exemplary corporate citizens. Established

and maintained working relationships with community leaders, state and local organizations,

regulatory officials, and other producers to sustain plant operations and support Responsible Care.

Drove and personally promoted the Core value of Zero Accidents and Incidents to all operations.

Ensured a safe working environment for all employees within the area. Actively engaged with the

workforce to reinforce safe behaviors.

Ensured that the plant was in compliance with Company, EPA, OSHA, DEQ laws, rules and

regulations.

Established plant quality standards and quality improvement initiatives.

Actively participated in supplier interaction activities, such as in-sourcing, outsourcing, quality and

delivery issues, and supplier visits and audits.

Facilitated and drove employee engagement activities. Encouraged and supported employee

suggestions and recommendations relating to continuous improvement of the work environment,

processes and the elimination of waste.

Reviewed, developed, implemented and revised (as needed) all processes and procedures within the

manufacturing area to ensure continuous improvement activities. This included implementation and

maintenance of lean principles, with proven results as indicated by plant key performance indicators

(KPI). Also included use of Kaizen events, participation in audit programs and implementation of

engineering changes.

Fully on track to successfully deploy the Toyota Production System by September 2012

Self Employed working w/Monroe County Sheriff Human Resource

Department 04/2009 -

01/2010

Lean Six Sigma Process Improvement Consultant

Worked with the Monroe County Sheriff’s human resource department as a Process Improvement

Consultant on a project to reduce the time and improve the yield in their deputy hiring process.

Ten Cate-Enbi Inc. (injection molding mfg) 04/2006 - 09/2008

Production/ Operations Manager responsible for producing custom injected silicone rubber, Teflon

coated and fabricating urethane foam components targeted primarily at the world wide office automation and

health equipment industry.

Established:

o annual budget & personnel schedules to meet monthly order fulfillment goals

o quality control standards, and cost controls in production of 150 products

Developed work instructions & raw material allocation plans.

Procured materials; silicone, foam etc. to support JIT production

Achieved 59% process throughput efficiency and 3.0% improvement in net income.

Facilitated production & lean material management activities with the use of Glovia and Cognos.

Established / Coordinated lean manufacturing activities to obtain optimum production & utilization

of human resources & equipment.

Acted as primary liaison to Sales and Supply chain on critical supply issues and new product

launches.

Managed :

o 3 supervisors responsible for 3-shift production operation

o world wide shipping & receiving activities

o equipment maintenance schedules insuring maximum uptime

o month end close business processes

o just in time inventory levels thereby achieving reductions in carrying cost

o Key Performance Indicators & performance metrics

Self Employed working w/Monroe County Sheriff Civil Bureau 03/2005

- 09/2005

Lean Six Sigma Process Improvement Consultant

Demonstrated success with transactional process improvement by reengineering service processes at

both the strategic and operational levels.

Developed:

- a customized filing “Visual System” used to track work flow improvements and minimize

deviations

- process flow diagrams ( SIPOC, Swim Lane, and Value Stream Map ) used to instruct

accountable personnel on transitional operating procedures

Integrated 5S principles into each transaction station in support of business improvement objectives.

Led:

- the deployment of Lean knowledge, tools, and techniques to achieve significant reduction of

cycle-time, rework and waste

- a cross functional team through a business process redesign exercise

Established benchmark metrics, collected and summarized transaction data, coordinated

improvement identification & solutions to operation issues, prepared new & revised process

mapping documentation.

Utilized the DMAIC process to increase the success rate of recovering assets from debtors and

increase the yield per opportunity in two business service processes.

Introduced accountability within business processes with the instantiation of new process controls.

Eastman Kodak Co. 02/1980 – 01/2004

Training Manager – curriculum manager with Research & Development

Analyzed & documented requirements for the implementation of Production Planning, Materials

Management as well as Human Resource Reporting SAP modules.

Developed web based SAP instruction in support of Production Planning, Materials Management as

well as Human Resource Reporting and trained the trainer.

Instrumental in creating the product development community’s organizational resource development

plan for electrical, mechanical, and software engineers.

Developed and directed development & procurement of R & D training on a variety of CAE & CAD

tools.

Qualified suppliers & negotiated a 30 % discount for instruction and consulting with an industry

leading software vendor.

Revised Computer Aided Design Software training materials which resulted in re-occurring annual

savings of $20,000 with incremental savings of $1,000 per student per event.

Qualified, negotiated, and tailored VHDL self teach instruction resulting in reoccurring savings of

$2,200 per student per occurrence.

Secured a grant of $240K used to enact process standardization improvements.

Achieved 10% year over year reduction in million dollar SGA expenses utilizing continuous process

improvement techniques while maintaining a high level of service.

Championed a lean six sigma project to reduce transaction time, improve accuracy of the initiation

& execution of purchase orders that resulted in a 37% reduction in cycle time.

Service Business Planner – for a new business venture

Established and ultimately revised Service Business Strategies on a number of new products.

Identified product requirements through competitive product assessment & end user/channel

feedback.

Led a cross-functional team with representatives from manufacturing, customer service, technical

service, quality assurance testing, information technology, sourcing, accounts receivable, logistics

and shipping that ensured a smooth product launch.

performed competitive analysis of equipment service offerings.

created a service warranty/repair strategy that encouraged distributors & resellers to market our

product over that of the competition.

established an Authorized Service Center and Self Maintenance Agreement that enlisted repair

support from non direct services.

established a part stocking policy, a graduated part pricing policy, a warranty repair &

reimbursement policy, a Material Return Authorization policy, and an equipment repair escalation

policy.

established a fully staffed call center to address real time customer and service organization support

issues.

enlisted a group of Customer Support Representatives that provided tailored distributor/ reseller

onsite support.

bundled the service diagnostic software and service publications which provided reduced service

cost and improved service delivery, insured version control, and virtually eliminated service revenue

erosion from non-authorized third party service organizations.

managed design releases into the product Bill Of Material to coincide with the release of part

availability to field service, along with the development and release of the service documentation

required to install, adjust, diagnose and repair the equipment

established service frequency and reliability metrics (through in-house testing) used to determine

initial: equipment territories and staffing levels, anticipated call duration, equipment maintenance

agreement contracts and pricing levels at different levels of equipment usage.

performed monthly monitoring of customer equipment usage, parts usage, and expended service

hours by failure occurrence which was used to initiate the corrective action in field repair

operations, parts stocking & distribution, design & manufacturing as well as re-manufacturing

thereby addressing the highest repair cost issues first.

Initiated a lean six sigma project to improve the life cycle of service software and service

publications, which resulted in a 7 % improvement of service calls resolved on the first call.

Call Center Supervisor – with a technical assistance center

Managed a staff of engineers in a centralized support center that provided 3 levels of support:

customer direct, US/Canadian technicians, European centralized support center.

Interviewed, hired, and career counseled staff. Created, reviewed and presented employee

performance appraisals and identified personnel development opportunities.

Improved operational:

- costs efficiencies in product manufacturing/remanufacturing/service support, through analysis

of statistical metrics

- transaction efficiencies, cycle time, and personnel utilization by identifying

and eliminating activity waste

Participated in the design process for new products; reviewed and approved design for

quality/reliability/serviceability requirements.

Established:

- equipment and personnel performance goals and managed an annual operating budget of

over $2 million dollars and drove 40% service margins on EMA that exceeded $250 million

- and implemented a root-cause analysis and corrective action process used to improve

product design, which resulted in increased product reliability and lower operating costs

- alternate support strategies to address individual customer needs which resulted in increased

customer satisfaction

Provided direction to field service and sales managers in resolution of product and customer issues.

Technical Resource & Supervisor - field operations – Boston, MA.

Directed 30 Equipment Service Engineers with technical, administrative and operational issues.

Managed parts inventory, workload/ resource distribution, and service call management.

Tracked service metrics such as call duration, response time, parts usage, repeat calls, & total cost

per unit volume of service.

Resolved equipment performance and customer satisfaction issues.

Coordinated equipment modification and alteration activity.

Education:

Bachelor of Science Engineering Technology - Northeastern University, Boston, MA

Certificate Electronic Communications - Sylvania Technical Institute, Waltham MA.

Black Belt, Lean Six Sigma Certification.

PMI certified Project Management Professional (PMP)

Computer skills – Word, Excel, PowerPoint, Access, Visio, Project, Enterprise Architect, ERP ( Glovia &

SAP ), Design Architect, Toolbook Assistance, SoftSim, Cognos, Minitab, Vantive.

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