Lean Senior Director - Performance Improvement

John C. Chang

***** ****** ***** ****, ******** *8375

(248) 374-2198h (248) 982-6610c *********@*****.***

EXECUTIVE PROFILE

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- Lean Manufacturing - Business Transformation - Quality Management

- Product & Process Engineering - Supply Chain Management - Operations

Transformative senior executive with more than twenty years of success in global manufacturing, engineering, plant management and business development. Communicates effectively in English and in Mandarin Chinese and Taiwanese dialects. Institutes initiatives and carries them out in order to create positive change, efficiency and increased profitability.

Leads and drives the effective execution of lean projects without compromising quality, timeliness or functionality. Transforms organizations within high pressure environments. Builds upon the strengths of manufacturing, sales, marketing, operations and financial teams in a matrix management environment. Leads successful quality improvement campaigns in environments where growth, profitability and accountability are paramount. Extensive qualifications in the following competencies:

- Corporate Lean Transformation

- Lean Supplier Development (TPS Coaching)

- Leadership Coaching & Team Building

- Quality Focused Supplier Process (QFSP)

- Cross Functional Team Leadership

- Product/Process Development & Project Management

- Gemba Kaizen – C.I. Culture

- TPM and OEE

CAREER SYNOPSIS

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Zhengzhou Yutong Bus Co. Ltd., Zhengzhou, Henan, PRC 2008 – Jan 2011

The second largest bus manufacturer in the world with USD $3 billion sales worldwide.

DEPUTY DIRECTOR – MANUFACTURING/QUALITY

Led corporate lean transformation. Established and led lean deployment strategy. Built 11 Teams across a 15,000-People manufacturing base. Trained over 1100 team members including supervisors, plant managers, IE/QE/ME, SQE, QA, and logistics personnel. Coached teams using A3, 5Whys, VSM, TPM, 5S, Standardized Work, Visual Management, etc. lean tools to foster problem solving and continuous improvement. Hands-on, spends 60% of hours on Gemba kaizen coaching and leading teams.

Drove sustained daily production of 180 buses, compared to 120 buses daily during prior period.

Improved performance by employed diverse lean tools in various departments as conditions warranted; for example, TPM in paint shop improved availability rate of OEE to 98.5%.

Drove productivity across all phases of manufacturing, improving overall productivity by 25.76%.

Managed 6.65% year-to-year quality improvement for most recent period.

Improved delivery lead-time by 8.0% year-to-year during most recent period.

Slashed unplanned overtime by 16.4%.

Cut costs by $1.22 million and $1.67 million in consecutive years.

Reduced employee turn-over to 5%, compared with 18% in prior period.

GM/Delphi Corporation, Grand Rapids and Troy, Michigan 1984 – 2008

STAFF ENGINEER - DELPHI GLOBAL SUPPLY MANAGEMENT, Troy, MI, (2002 – 2008)

Managed 12 companies, driving “Zero Defects” culture change by applying QFSP. Coordinated multi-functional team, bank building and on-site factory management. Coached suppliers in implementation of TPS. Managed new program launch and early deployment of lean APQP. Managed supplier exit projects. Co-Speaker in 2006 and 2007 ISM International Conference.

Drove key supplier to OEE improvement from 60% to 80%, reduced first time quality issues by 50%, increased productivity by 53%, slashed overall lead-time by 30%, improved inventory turns from 12 to 20 and floor space reduction by 5% in 6 months.

Solved key supplier quality and capacity constraint problems, improving FTQ from 22% to 1%, OEE from 45% to 85% and achieving 100% on-time delivery.

Rescued electrical supplier in China, achieving zero PPM defects to customers, reduction of customer complaints by 90%, no spill/shortage, 100% on-time delivery and FTQ 45% improvement.

MAINTENANCE GENERAL SUPERVISOR, DELPHI GRAND RAPIDS PLANT, Michigan (1999 – 2002)

Managed five supervisors, four planned maintenance (PM) planners, and 140 hourly skilled trade associates supporting various product teams. Implemented plant wide TPM program and crisis maintenance to ensure uptime. Performed monthly gap assessment on plant wide lean implementation progress. Coordinated maintenance departmental training program.

Labor cost savings $600 thousand annually.

Created quick response to equipment problems associated with a new HLA product launch, improving overall machine/system design to ensure smooth production ramp-up and operational availability.

SENIOR MANUFACTURING ENGINEER, MANUFACTURING ENGINEERING, GM GRAND RAPIDS PLANT, Michigan, (1984 – 1999)

Led lean process development initiatives at pre-production phase. Managed lean project. Applied lean tools in lean cell design including small equipment footprint for press and heat treat equipment, quick change-over, supermarket/pull system, Tugger delivery. Supported shop floor manufacturing operations including heat treat, plating, cold forming, finishing and assembly. Co-Authored “Lean Equipment Design Heat Treat Process Manual”. Led multi-functional team during product launch, including product, material, quality and industrial engineering, manufacturing, maintenance and production control.

Managed nine new product projects; modernized manufacturing department by applying new lean concepts in system design.

Received US Patent for new product design.

Achieved better manpower and machine utilization, energy savings by managing a lean cell project.

EDUCATION & TRAINING

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University of Wisconsin, Milwaukee, WI

Master of Science degree in Materials Engineering (in progress)

National Cheng Kung University, Taiwan

Bachelor of Science degree in Metallurgical Engineering

VSM, CCF and VSM Certified

Train-the-Trainer Certified by Lean Enterprise Institute (LEI)

Shainan problem solving

Delphi Lean College

Six Sigma problem solving

ASSOCIATIONS, LICENSES & COMMUNITY

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Licensed PE, State of Wisconsin, No. 29662

American Society for Metals, Member

Chinese Association of Western Michigan, past President

PUBLICATIONS & PATENT

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Author, “A3 and Continuous Improvement – A Chinese Case,” 2010 LEC Lean Summit, Shanghai, PRC

Co-Author, “Helping Suppliers to Focus on Quality”, Supply Chain Management Review

US Patent No. 6,235,128, “Carbon and Alloy Steel Thermochemical Treatments”

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