Work History

Work History
Jan 2005 - Apr 2008

Lean Project Manager

LOWES

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Hired to eliminate customer complaints due to 3rd party manufacturing supplier quality and delivery issues.(2800 employees in four manufacturing facilities generating build to order Kitchen and Bath Cabinet sales $240,000,000)

OVERALL RESULTS: $12,000,000 in replacement and $60,000,000 in rework costs were eliminated and customer confidence was restored.  Brought new vision and energy, influencing plant management to be Responsive to Change and Waste Minimization.

qIdentified manufacturing problems at wood making, gluing, finish, assemble, inspection, packaging and shipping by Value Stream Mapping operations with associated costs.

qConducted 45 multi-plant Kaizen events that established Takt Time, Standardized Work and Operation Worksheets plus new BOM routings.

qInstalled LED visual displays for performance metrics monitoring. ­­­­­­­­­­­­­­­­­­­­­­­­­­­­­­­­­

qGuided the four plant operations from an 8% customer reject quality ratio to less than 1% using DMAIC (Cause & Effect Diagrams, Scatter Diagrams, Control Charts and Capability/Root Cause Analysis)

qReduced late shipments to customers from 11% to 0% by revising scheduling procedures that accommodated the new Standardized Work activities

Jan 2005 - Mar 2008

Lean Project Manager

LOWES
Jun 1998 - Jan 2005

Senior Lean Manager

Mar Mac Manufacturing

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Recruited to transform and improve this privately owned global matrix manufacturing company with four manufacturing facilities (2 US, 1 Xian China, 1 Juarez Mexico) plus 10 global sales offices with 1400 employees.

OVERALL RESULTS: Grew product line sales 30% over 6-year tenure by introducing a continuous improvement plan with employee involvement that included lean transformation initiatives, while reducing inventory $10,000,000, cost of quality $3,000,000 and labor costs $5,000,000.

qConducted 2-day on-site and video streaming training sessions regarding lean methods for 10 sales offices and 4 U.S., Xian China and Juarez Mexico manufacturing facilities.Total 1400 employees.Followed the training with 3-day Kaizen exercises, allowing students to implement, within their respective departments, cost reduction efforts that cut operating costs 20%.

qConstructed an annual Lean Policy Deployment Matrix which summarized:

oObjectives: identify value stream by product, introduce customer driven production and pull manufacturing, dramatically improve quality

oImprovement Targets:perform six major improvements per month, form product teams within six months, form lean alliances within one year with supply chain,

oSelected Projects:reorganize by product families, create productivity and quality improvement function,

oTarget Dollar Goals:eliminate $10,000,000 of inventory, reduce cost of quality $3,000.000 and slash labor costs $5,000,000.Gained buy-in from all stakeholders, implemented the program

qParticipated and led the 25 member Accounting, Contracts, Customer Service, Human Resources, Information Technology, Marketing, Order Entry, Purchasing, Sales and Engineering, Inventory Control, Maintenance, Manufacturing, Production Planning/Scheduling, Quality, Receiving, Shipping, Warehouse Process Improvement teams at the flagship plant in McBee, SC conducting 57 continuous improvement Kaizen events over a 3-7 day period.

qReduced output times by 50% in product development, 75% in order processing, and 90% in physical production.

qIncreased sales per associate by 35%, enhanced on-time delivery 95%, and improved inventory turns from 15-50 annually and reduced extrusion machine rejects 98%.

qDeveloped US, China, and Mexico future states.Converted internal mass production process to 4 continuous flow manufacturing cell product family lines creating the Mar Mac Manufacturing Production System.

qRolled out and validated the Mar Mac Manufacturing Production System with lean performance scores and interpret metrics (People-Output per labor hour, Direct labor per unit, Indirect labor per unit, Overhead cost per unit, Process-Setup time, On time delivery, Reject rate, Rework cost, First pass quality, Cycle time, Machine down time, Material scrap) using running LED visual displays andposted graph charts assuring attainment of business goals for 10 sales offices and 4 U.S., Xian China and Juarez Mexico manufacturing facilities.This endeavor provided permanent cost savings of $15,000,000 annually.

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qReduced the number of suppliers from 50 to 20 by helping them eliminate waste using lean methodologies.Suppliers passed along $2,800,000 procurement savings to the company.

qEliminated the uncertainty of inventory control in multiple locations by ending MRP reorder triggers that would allow not enough parts or too many parts for production based upon the sales forecasts by implementing JIT that assured timely flow of materials to meet demand for products.Reduced in-process inventories from 40days down to 3.

qDrove transactional improvements by technology transfer to e-commerce by licensing the Sterling Commerce Internet interactive ordering system integrating it with the Great Plains/SAP solution running on an IBM AS/400, increasing family line earnings by 30% (Round 6%, Arched 8%, Elliptical 11% and Culvert 5%).

Skills

Skills

SMED

Method of quick change overs for product mixes in the manufacturing  process

Team Building

Eliminates conflicts and establishes a mutual friendly working environment

Total Preventive Maintenance

System used ensure maximum up time for equipment

Performance Metrics

Measurement used to control processes

Kaizen Events

Process to eliminate waste and establish new standard work procedures

Lean Training

Platform  with Power Point presentations ,  Web Training and coaching on floor stakeholders

Takt Time

The time it takes to satisfy the voice of the customer

Six Sigma

Used to find the root cause of problems in any area of a business

Value Stream Mapping

Illustrates current state of wasteful activities and allows stakeholders a reference for Kaizen Events

Lean Manufacturing

Implement Lean Enterprise to integrate with the Strategic Business Plan

Continuous Improvement

Eliminating wasteful activities and generating cost savings

Education

Education
Mar 2009 - Feb 2011

BS Technical Management

DeVry University

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Academic Achievement: Dean’s List

Accepted into the Delta Upsilon chapter of Alpha Sigma Lambda, national honor society

Objective

To work with a public organization to integrate the Lean Business Model into the Strategic Business plan so the company can be global competitive.

Summary

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Value Adding Lean Practitioner who offers 10 plus years of P&L, budgeting, business/lean strategy with senior management, cost reduction and process improvement. Expertise in business analysis, PDCA, A3 deployment, DMAIC, DFSS, Document GEMBA Walk observations, Establishing Takt Time, Lean Office, lean transformation, operational excellence, value stream mapping, business process/IT alignment, office/operation Kaizen, rapid improvement events, administrative/operation assessments, root cause analysis, six sigma, multi-site project management, performance metrics, coaching and training, defining and documenting standard work plus value chain improvement and business continuity ~Solid record of developing and implementing highly effective turnaround strategies; experience garnered in diverse arenas including wood manufacturing, construction, IT consulting, automotive parts, medical devices, electro-mechanical, tractor trailer manufacturing and steel fabrication ~Dynamic communication, organization, prioritization and time management skills.

Certifications

Certifications
Dec 2010 - Dec 2011

Master Black Belt

ExpertRating
Aug 2010 - Aug 2011

Lean Management

ExpertRating