Engineer Six Sigma

RICHARD BUBB

**** ******* ***** ************, ******* • 46755-3004 ******@***.*** HOME#: 260-***-****

SPECIALIZATIONS

Process Optimization. Using Sequential Simple Optimization, determined near optimum parameters in least number of experiments, while making useable product after the first round of experiments.

Six Sigma (Green Belt, project #1). Reduced stock handling occurrences from 4-5 to <1. Reduced Work-in-Process [WIP] by 25%. Eventual goal was to be 75% WIP reduction.

Six Sigma (Black Belt, project #2). Reduce scrap by 3% and improve operating efficiency by 5%.

Design of Experiments [DOE], Evolutionary Operations (EVOP), and Sequential Simplex Optimization (SSO), more than 20 positive applications.

Project management, Leadership and Coordination, employing MS Project.

ISO-9000:2000 Lead Internal Auditor, Auditor Trainer, standard operating procedures initiator and author, work instructions [WI] trainer, WI auditor/author/approval designee.

AIAG-APQP document submissions for GM, Ford and Chrysler.

Time Studies for process optimizing and balancing work flow.

Software Proficiency include MS Office 2000/XP/2003 (Word, Excel, PowerPoint, and Outlook), Adobe Acrobat Reader and PDF creation software, EVOPtimizer (sequential simplex optimization software), JMP7 DOE statistical software, MS Project, and MS Visio.

EXPERIENCE

TRELLEBORG SEALING SOLUTIONS, FORT WAYNE, INDIANA, 4/2010 TO 12/2010; 12/2010 TO 9/2011

ENGINEERING AND SIX SIGMA CONSULTANT, EXTRUDER (CONTRACT EMPLOYMENT)

PRODUCTION SUPERVISOR WITH 48 EMPLOYEES IN THREE BUSINESS UNITS

I was presented with the opportunity to provide my DOE proficiency in a consulting capacity on a key business process that was producing only 8% useable extruded billets. The problem had proved to be unsolveable for months, with a scrap rate of 92%. The cost was almost $13,000 per day. I directed the engineering and operations teams through Six Sigma methods that utilized Design of Experiments (DOE, at their request), Evolutionary Operations (EVOP, my suggestion), and Sequential Simplex Optimization (SSO, again my suggestion). In less than one month, the extrusion process was producing useable billets at a 90%+ rate. The Ishikawa Diagram I initiated had over 30 factors that were used as the menu for the DOE’s screening experiments, and the EVOP and the SSO methods to determine the Vital Few factors that actually controlled process quality and throughput speed per billet. The historical scrap rate was 30%. After the project finished, the scrap rate was less than 5%, resulting in a savings of $4,700,000 per year.

In December 2010, I was offered the position of 3rd shift Production Supervior, supervising 48 employees.

OJI INTERTECH, INC, NORTH MANCHESTER, INDIANA, 6/2008 to 11/2008

ENGINEERING MANAGER AND PLANT ENGINEER

Worked directly with the Operations Manager on the plant re-layout to reduce material handling to achieve a Lean Flow objective.

Assisted JIT program team to keep inventory to very low levels.

Improve process variation at plastic sheet extrusion process cell that supplied molded composite pre-cut sheets for 90% of the other downstream automotive air caps and headliners. Started taper die-gap analysis that reduced edge to edge variation of polypropylene weight distribution from > 1 gram to < 0.2 gram. Downstream processes’ scrap rates dropped more than 50%.

Six Sigma project targeted reducing scrap and increasing production efficiency in industrial extrusion coating department. Targets were met by 3rd month of the Black Belt project, but there were other self-identified improvement opportunities that had been targeted. I was initiating an additional process improvement system using Evolutionary Operations methods.

DFSS Team Member, with Chrysler and Karmann multi-functional team to find the root cause of adhesive and retainer failure of headliners in the Sebring hardtop convertible. Conducted interim Design of Experiments to raise process performance (pull-off strength) from 400N to 495N. Discovered both root causes of failure, with verification, and was able to successfully replicate one root cause in test laboratory conditions.

Software used in this position: JMP7 for Design of Experiments to improve retainer adhesion using the factors of: cooling methods + surface conditions + adhesive temperature. Objective was to increase retainer resistance to pull-off failure. DOE resulted in a 23% increase in strength. The cost of the improvement was less than $20.

CUNO, (A 3M COMPANY, THE CWT DIVISION), CHURUBUSCO, INDIANA, 2/2001 to 12/2007

MANUFACTURING ENGINEER, ISO-9000 LEAD AUDITOR, AND SAFETY COORDINATOR

ISO 9000:2000 Internal Lead Auditor, ISO Process Auditor-candidate trainer, and ISO Implementation and Steering Team member being a strong proponent for Process-Based Internal Auditing.

Chair of Process Improvement Program and Chair of the Safety Committee.

Member of the Crisis Management Team, developing and coordinating efforts and activities to manage the downside risk from possible Avian (Bird) Flu pandemic.

Project Leader of the Work Instruction Generation Project, shepherding more than 750 distinct work instructions contributed by eight Production Supervisors.

Author of multiple ISO Manufacturing Standard Operating Procedures.

Key member of the Environmental, Health, and Safety (EHS) Team. Developed over 120 Lock Out / Tag Out Safety Procedures for all in-plant energized equipment.

R & D Test Engineer for more than 250 product tests.

Production non-conformance rates steadily declined under my direction. In FY 2003, there were 0.33% manufacturing related defects. By 2005 the defect rate had achieved 6 sigma levels for assembly operations.

MILLENNIUM INDUSTRIES, LIGONIER, INDIANA, 3/1999 - 1/2001

PROCESS ENGINEER

Process Engineer for Ford and Jaguar fuel rails project and manufacturing development.

Numerous process improvements: for instance, a five-way Jaguar Program poke-yoke I developed, that had the ability to control and ensure all non-conforming products could not be processed further after any detected failure condition, and could not be removed except by qualified rework specialists.

Controlled multiple product lines and production lines with widely disparate technological levels.

EATON-LECTRON, ACTUATOR AND SENSOR DIVISION, HAMILTON, INDIANA, 9/1997 - 1/1999

MANUFACTURING ENGINEER

Co-Leader for QS-9000 [Second Revision] Element II.3: Manufacturing Capabilities.

Engineer and Product Team Leader for four assembly areas: Sensors; Encapsulated Purge EGR Valve Assembly; Buick-Olds-Cadillac (BOC) Gas Tank Fuel Filler Door Actuator Assembly; and Molding/Encapsulating Departments.

Process improvement using Line Balancing and Time Studies increased sensor throughput on one assembly line from 1,800/day to 2,100/day, at no cost.

Initiated, conducted, analyzed, and made process improvements as a result of two DOEs on two separate encapsulated/molded products to reduce scrap.

Member of Eaton’s North America Plastic Molding and Initiatives Council.

Education: INDIANA-PURDUE AT FORT WAYNE (IPFW), INDIANA

Spring 2010: Six Sigma Black Belt, Division of Continuing Studies

Spring 2002: Bachelor’s Degree, Mechanical Engineering Technology

Fall 1995: Quality Control Certificate, Engineering Technology Department

Fall 1992: Associate’s Degree, Mechanical Engineering Technology

SAS/JMP INSTITUTE, CHICAGO, ILLINOIS

April/May 1996: Design of Experiments Using JMP software

POWERWAY/SPC, INDIANAPOLIS, INDIANA

August 1994: Powerway/SPC Training for System Administrators

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