Lean Management Consultant

Objective:

The past eight years have been spent as a Lean Management Consultant and Six Sigma Master Black Belt for companies operating in a variety of production and service industries. I am seeking a leadership position within a company that is committed to a growth strategy, achieving increased revenues and market share through the Continuous Improvement of Flow Time Performance and Process Reliability.

Professional Experience:

Colum Corporation

Lean Management Consultant; Knoxville, TN

January 2004 – Present

• Facilitate Strategy Deployment Workshops for executive management teams using Hoshin Kanri philosophy to align Lean Enterprise Deployment and Six Sigma variation reduction efforts with strategic business objectives.

• Lead the deployment of Fixed Cycle Planning and Scheduling – a repetitive scheduling method that integrates Kanban/Pull replenishment with predictable capacity planning and scheduling

• Lead Lean Transformation (Kaizen) Events and Train-the-Trainer Certification for the following tools: Value Stream Mapping; A3 Planning and Communication; Kaizen / Waste Elimination; Standardized Work; Balanced Work Flow, 5S Workplace Organization; Pull / Kanban Replenishment; Mistake Proofing / Poke Yoke / Method Sheets; Total Productive Maintenance (TPM); Setup Reduction / SMED

• Deliver Black Belt and Green Belt certification training

• Provide ongoing coaching for various Lean and Six Sigma Projects

• Developed and taught Lean Enterprise & Lean Master Practitioner Certification courses at the Institute of Industrial Engineers (IIE) in Norcross, GA

Typical Results from Lean Enterprise Deployment (KPI’s commonly used):

• Throughput Time: 50-70% Reduction (Results in excess of 85% Reduction not uncommon)

• Productivity (Headcount): 25-50% Utilization Improvement

• Inventory (Total Capital): 35-50% Reduction

• Quality: 50-100% Reduction in Defects at Critical to Flow (constrained) Processes

Examples of Actual Results:

• Cast Iron Foundry; Drezdenko, Poland – Increased On-time & Complete shipments from Regional Distribution Centers from 78% to 98%. Reduced Total Working Capital Inventory by 45%. Decreased Throughput Time by 68-75% on multiple product lines.

• Vending Machine Assembly; St. Louis, MO – Reduced Throughput Time by 64%. Increased Productivity by 21%. Reduced Working Capital Inventory by 24%. Increase OEE from 65% to 78%.

• HVAC Assembly; Norman, OK – Reduced WIP Inventory by 35%. Reduced Order Flow Time by 42%.

• LTL Transportation – Reduced total Shipment Processing Time (Receive, Break, Sort, Load) by 45%.

Industries within which I have deployed Lean and Six Sigma Improvements over the past 8 years:

Pulp and Paper Mills; Retail, Food Service, and Packaging Materials; Aircraft and Aircraft Components; Electrical Power Distribution Equipment & Controls; Electrical Components; Heating & Air Conditioning; Transportation and Trucking Companies; Vending Machine Equipment; Manufactured Home Assembly; Cast Iron / Copper / Steel Foundries; Pumps, Valves, & Fire Safety Equipment

Eaton Corporation, Eaton Electrical

Supply Chain Integration Engineer (EMPDP); Hengelo, The Netherlands

May 2003 – December 2003

• Supported the integration of Supply Chain Operations within a 750,000 sq. ft. facility included in a $205M acquisition

• Managed activities of 9 buyers in generating $2.02M of Cost-Out Projects

• Developed Kanban implementation plan across 16 product lines including 900+ employees

• Developed and presented training to procurement team on key purchasing and logistic strategies including Vender Managed Inventory, Consignment, Low Cost Country Sourcing

• Participated and/or led Lean Kaizen Events in all areas of the Eaton Lean System

Supply Chain Engineer (EMPDP); Fayetteville, NC

June 2002 – May 2003

• Designed Kanban process and implementation plan for deployment throughout Fayetteville facility

• Conducted multiple Kanban implementation events for two major product lines within facility

• Developed and delivered training to all affected production & material handling employees

• Presented the Fayetteville Kanban model as a “Best Practice” at the 2003 Eaton Electrical Supply Chain / Operations Excellence Material Managers Conference

• Participated with Supply Chain & Operations Excellence group to develop the Kanban execution standards to be used throughout all production facilities in the Electrical Business Unit

Intern; Horseheads, NY

May 2001 – August 2001

• Led multiple Lean Kaizen Events within the fabrication and assembly processes of a Vacuum Interrupter production facility

Education:

University of Tennessee, Knoxville, August 2000 – May 2002

Master of Business Administration, GPA-3.80

First Concentration: Operations Management

Second Concentration: Logistics & Transportation

Maryville College, August 1997 – May 2001

Bachelor of Arts, GPA-3.56

Major: Business and Organizational Management

Honors – Graduated Cum Laude, Alpha Lambda Delta National Honor Society, Dean’s Scholarship

Professional Training:

Process Solutions Inc.

• Master Black Belt Trainer

Eaton Corporation, Eaton Electrical

• Eaton Lean System – Value Stream Mapping, Continuous Flow, Standard Work, Pull, Total Productive Maintenance, Setup Reduction, Error Proofing, and 5S

• Six Sigma Greenbelt Training

University of Tennessee

• Lean Enterprise System Design Institute, December 2000

Computer Skills:

• MS Office Applications (Word, Excel, Access, PowerPoint, FrontPage); AS400 Navigation; Lotus 1-2-3; Lotus Notes

• Familiarity with multiple MRP/Production Management Systems including MAPICS, BPICS, SAP, PIOS, BAAN 4.0, and MOVEX

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