DIRECTOR / MANAGER – LEAN PRODUCTION / QUALITY ASSURANCE
Black Belt / Change Management / Value Engineering / Balanced Scorecard / Compliance / Training
CPI / Kaizen / Kanban / TPM / Audits / ISO / Process Mapping / OSHA / Cost Control / Team Building
Record of streamlining operations, increasing production and solving difficult manufacturing challenges for Ford Motor Company (FMC), Detroit’s new quality pace setter. Implemented innovative, cost-saving methodologies stabilized staff and improved quality. Led cross-functional and multi-tasked business-oriented teams in planning and execution of special continuous improvement projects. Managed staff to 50.
· Designed and directed production audit for Ford Plant, avoiding $18M in performance penalties.
· Corrected major assembly line design flaw, saving $50M in rework and potential lost revenue.
· Implemented value stream action plan at FMC, increasing annual assembly output $58M.
· Developed cost-effective in-house training program, saving $100K in first year.
Special Skills: Reengineering systems processes to improve productivity. Combining organizational expertise, efficiency, and strong visionary planning to deliver projects on time. Training high-performance teams in rapidly changing environments. Deploying state-of-the-art production technology. Improving compliance with state and federal regulations.
MBA, Rochville University Certification: Internal Auditor Six Sigma: Black Belt, Ford Motor Company
Designed and directed production audit for Ford Plant, avoiding $18M in performance penalties. Motor plant audits were six months behind, resulting in $1M corporate penalties for each "stop shipment" and "alert" status delay. Determined lack of scheduled production plan as area for improvement. Implemented QA/QC methodologies and Six Sigma processes to prevent idle assembly line. Completed project on time, resolving all non-compliant issues.
Corrected major assembly line design flaw, saving $50M in rework and potential lost revenue. New Line inspection uncovered missing assembly stations, directly impacting manufacturing process. Directed mandatory meetings with managers, design engineers and vendors/contractors to correct issues. Added required stations. Reduced potential rework cost and kept plant installation and product launches in compliance and on schedule.
Implemented value stream action plan at FMC, increasing annual assembly output $58M. Company internal parts departments were underperforming. Determined root cause to be lack of specialized training. Identified areas at risk for shutting down assembly line. Directed implementation of Lean Manufacturing, Supply Chain Logistics and Value Stream Management processes, significantly increasing productivity.
Developed cost-effective in-house training program, saving $100K in first year. Ford routinely outsourced technical training programs. Sent select employees for skilled outside training. Identified Subject Matter Experts (SME) and created train-the-trainer program. Compiled list of plant wide SMEs for departmental cross-reference. Reduced cost and increased production by having advanced team on-site.
Ford Motor Company. 1993-2008. Led multiple cross-functional teams to assure corporate goals were met with the highest level of quality. Received Six Sigma Green and Black Belt certifications. Promoted multiple times.
Sr. Plant Quality and Environmental Auditor, 2007-2008. Spearheaded and scheduled plant-wide Internal Audits for ISO 14000 and TS16949 / Quality Operating Systems. Performed quality trends tracking and analysis. Responsible for developing plant procedures. Facilitated team continuous improvement projects.
Lean Manufacturing/Productivity Lead, 2006-2007. Deployed Q1 strategy/assessment and drove continuous improvement actions. Performed Process Mapping. Implemented Team engagement in 5S processes. Investigated and analyzed productivity inhibitors to determine problem areas.
New Product Launch Team Lead, 2005-2006. Developed and implemented DFMEA, PFMEA, FMEA. Reviewed and analyzed ergonomics of new systems and processes. Responsible for plant floor system set-up and organization. Performed supplier quality assurance/vendor surveillance.
Six Sigma Trainer / Constraint Management Lead, 2001-2005. Improved productivity through constraint management - TAKT Time/OPE/JPH Analysis. Developed Value Stream Mapping and Gap Analysis. Implemented lean manufacturing and total cost management initiatives. Directed consumer driven 6-Sigma projects saving $221K.
Learning Center Associate, 1997-2001. Conducted new hire orientation and developed core training curriculum and implementation. Developed and maintained plant Subject Matter Expert book.
Lead Assembly Technician, 1993-1997. Implemented Ford Total Preventive Maintenance program. Responsible for quality inspection and supplier quality assurance and vendor surveillance.