Manufacturing Manager/continuous Improvement Manager
Lead the manufacturing, continuous improvement, productivity improvement teams. Drive improvements via performance measurement, 5S, visual mgmt, mistake proofing, QCO, standard work, TPM, QCPC, 6 sigma, and other relevant tools. Develop monthly labor and production forecasts with input from production planning. 475 total reports, $50 million operating budget.
- Evaluate production bottlenecks and develop action plans to resolve. Set and monitor performance goals.
- Developed VSMs for 10 value streams within building with 8 to 10 kaizens identified for each, prioritized kaizens
- Implement multiple pull systems with visual replenishment signals in stamping, molding, and plating area
- Achieved year end productivity improvement of 3.6%, on time delivery of 86%, TRIR improvement of 60% to 0.60.
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Continuous Improvement Manager
Organize and design all lean activities within location that will impact business initiatives.
- Plan, deploy, and lead all lean activities that will produce significant cost savings though productivity, quality, waste reduction improvements, and improving business processes.
- Conducted 14 kaizen events in 2011 which resulted in over $850,000 in profit improvement savings based on improved productivity, improved quality and in waste reduction.
- Designed, trained, and implemented a 5S auditing system to improve plant organization and housekeeping.
- Provide mentoring and support to all production leads, managers and supervisors to bring about the necessary cultural change within the company.
- Create and communicate project reports to management to provide visibility for the lean initiative.
- Shown ability to generate results through thoughtful process change and thoroughly leading people to deliver sustained results.
- Documented and Audited Standard Work throughout the plant thus maintaining process control.
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Continuous Improvement Manager
Led the Lean culture via associate training and conducting Kaizen events.
- Designed a manufacturing Cell that reduced Work-In-Process by 95%.
- Developed an Electronic Kanban system to manage inventory of chemicals that reduced the Raw Material Chemical Inventory by 46% for a four week period.
- Created a Kanban Card Pull System for 30 Finished Good and Work-In-Process SKU's, thereby creating a visual replenishment environment which resulted in reduced Raw Materials inventories by 67% and Finished Goods Inventories over 65% for seven product lines over a four week period.
- Instituted Visual Management boards that provided production transparency and reduced set up time by 50% for each setup.
- Reduced changeover time by 50%+ by building and storing "changeover carts" that contained all tools and change parts at point of use.
- Created a Changeover Matrix that provided instant information regarding liquid fill line equipment parts requirements that reduced set up time by 35%.
- Modified an assembly line using Poka Yoke (Mistake Proofing) that improved quality and improved productivity on the assembly line by 43%.
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Continuous Improvement Manager Distribution
Provided leadership and support to distribution operations as the company continues to implement continuous improvement and production excellence initiatives. Oversaw all Kaizen team-building events at Vermeer dealerships and Vermeer Customers, developed new processes, improved communication, empowered employees, improved efficiencies, created standard work and monitored processes. Directed Value Stream Mapping events at dealerships focusing on parts, service, sales and rental processes to create the ideal future state and growth of the dealership. Trained and coached team members in the use and implementation of continuous improvement initiatives/principles. Directed process team efforts to develop and execute process improvement initiatives.
- Experienced at the "getting dirty" concept of "get it done" during kaizen continuous improvement events.
- Directed 149 Kaizen team-building events which increased revenue to $34M at Vermeer Dealerships and customers.
- Eliminated $1,908,000 in obsolescent parts from the Parts department at dealership.
- Established standard work for inbound freight recovery due to losses of $120,000 over a nine month period.
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Continuous Improvement Manager
Trained and engaged employees in 5S, quality, and Lean projects throughout the plant
- Started weekly 1 day Kaizen events (Completed 50+ during 2012-2013 improving throughput and reducing touch points)
- Created a Kan Ban system at two plants in multiple areas (Increasing OEE 30% in cutting while reducing material wait time 50% in assembly)
- Developed training and trained key employees on Lean methodology (VSM, one piece flow, JIT, TPS)
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Continuous Improvement Manager and Trainer
Utilizes production and continuous improvement skills to facilitate and lead improvement events
- Coordinates with manufacturing team to identify improvement opportunities and eliminate waste
- Designed and delivered 23 leadership skills enhancement training modules
- Implemented 5S and waste walk programs and instituted audits to ensure sustainment
- Reduced part shortages on assembly line by 75%. Used KPIs and gathered data to identifyopportunity. Assembled team to map process, identified80 percent solution, and implemented action.
- Guided team of managers, engineers, and buyers to reduce quote time from 3 weeks to 5 days.
- Trained frontline supervisors on continuous improvement and leadership skills.Developed program to utilize improvement projects as catalyst to train supervisor on leadership skills.
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Regional Continuous Improvement Manager, NA
Delivered several successful Kaizen, Process and Value Stream Mapping events w/ estimated annual savings of $1.5MM across supply chain network
- Optimized Freight-in improving use of available truck capacity to deliver estimated annual savings of $700K
- Improved the output by reducing scrap for Durex Custom Packing with estimated annual savings of $500K
- Delivered annual savings of $250K for 3oz Candle by reducing COGs via Squeeze and X-trim
- Improved Edelweiss batching time 50% to respond to 50% increase in demand to avoid $400K Capex
- Reduced order delivery lead time from 7 calendar days to 3 for the 2nd biggest customer in Ontario, Canada
- Improved the PFR for ZMX via successful VSM by identifying issues and developing resolution action plan
- Performed benchmark for BM & Derby Aerosol Lines; identified key areas to improve operational efficiencies
- Led Durex supply chain improvement initiative which improved service levels and reduced lead time a month
- Lead Customer Deductions Improvement Initiative, achieved $1M reduction in customer deductions in year
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Continuous Improvement Manager/lean Change Agent
Served as TRACC facilitator and site manager overseeing the re-engineering of manufacturing processes according to lean methodologies.
Charged with process assessment and analysis. Analyzed processes to determine areas for improvement, increased efficiency and cost
reduction. Streamlined operations by introducing state-of-the-art continuous improvement methodologies.
- Implemented production process improvement leading to a reduced line headcount from 8 employees to 5
- Improved OEE by 10% or greater per line
- Facilitated multi departmental projects to streamline processes leading to a savings of $1.6M in 2013
- Conducted Kaizen events in support of ongoing facility growth
- Managed improvement review process, implementation and transition control plans
- Analyzed processes to determine areas for improvement, increased efficiency and cost reduction
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Corporate Continuous Improvement Manager
Accountable for implementing all new standards with customer retention and P&L Performance
- Improved Customer Retention by 5% by using best practices and standard processes
- Drives higher employee retention through higher training standards, moved employee retention from 57% to 68%
- Drives higher profitable through controlling cost and implementing best measured practices, reduced the delta between the 1st and 4th quartile branches by 25%
- Project manager on phone installation/Customer Service regionalization project, installed phones in 192 branches and regionalized the customer service function while utilizing the new phone technology.
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Division Lean Continuous Improvement Manager
Manage and facilitate continuous improvement projects by defining and communicating scope, objectives and direction to team members, and management to ensure correct technology fit and appropriate strategies are implemented. Championed and lead corporate lean initiatives at the plant level by utilizing the company's strategic plan. Facilitate and train team members on the standards of lean principles, techniques, and methodologies: Value Stream Mapping, 5-S, TPM, KANBAN Pull Systems, Quick Changeover, Six Sigma Quality, Design for Lean, One-piece flow, Inventory reduction, and Visual management/Site tracking centers.
- Reduced cycle and throughput time by 40%.
- Increased productivity level by 35%
- 50% reduction in manufacturing floor space.
- Day's supply of inventory reduced from 240 days to 80 DSI.
- Implemented Quality programs throughout the manufacturing facility.
- Implemented a new rewards and recognition programs that raised morale and provided continuous feedback.
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