Profile
Proven record of accomplishment delivering strategic process enhancements resulting in significant savings across complex manufacturing environments. Extensive experience in process and statistically based quality improvement. Subject matter expertise, and communication skills combine with team leadership capabilities to drive improvements. Strengths and areas of core competencies include: Process Development & Improvements, Process controls design and implementation, Team Leadership & Training, Cost Analysis & Reduction, Strategic Planning & Implementation, Project Management & Risk Mitigation.
Representative Work Experience
Strategythree Lead Implementor
Led strategic business and technical consulting projects in which measured performance was the direct condition of follow-on work. Worked directly with customer representatives at all levels, from plant operations to the CEO. Planned and led projects for start-ups, well established organizations, and military / government contracting operations. Utilized well developed communication and leadership skills to earn trust and build acceptance and buy-in from key stakeholders, including those resistant to change. Helped to develop skills of client managers responsible for post-project continuing success.
Plant Manager / Plant Engineer
Charged with planning and implementing a growth and improvement plan to restore profitability through efficiency and quality gains to meet aggressive sales and production plans. Manage a dual focus on operations leadership in the fast-paced production season balanced by operations engineering in the off-peak season. Evaluate competing proposals for capital improvement projects and negotiate agreements. Document business requirements for production and material planning, scheduling, and reporting. Fully responsible for production, maintenance, scheduling, and purchasing. Deployed lean manufacturing and continuous improvement strategies across the plant, developing and leading key process improvement projects.
GENERAL MOTORS / DELPHI — Dayton, OH
Statistical Engineer
Used statistical techniques to diagnose and resolve process, quality, and manufacturing problems. Trained front-line managers and workers in methods and benefits of data analysis and experimentation.
GENERAL MOTORS / DELPHI — Dayton, OH
Senior Manufacturing Engineer
Represented the company in dealings with suppliers and customers. Negotiated agreements and parameters for quality, cost, and delivery schedule. Coordinated and led problem solving projects using expertise in the design and evaluation of mechanical systems and components. Completed extensive quality and process improvement training with leading national and international organizations. Drove very early process and performance improvement efforts by recognizing the value of technology.
Education
Purdue University – B.S. in Mechanical Engineering Technology
Purdue University – B.S. in Operational Leadership
Shainin Group Certified Journeyman Statistical Engineer
ASI consulting- Dr. Taguchi Certified Robust Engineering Practitioner
Thermal Processing Principles & Practices -- Certified HACCP Manager
Better Process Control School (per FDA requirements)
Proven record of accomplishment delivering strategic process enhancements resulting in significant savings across complex manufacturing environments. Extensive experience in process and statistically based quality improvement. Subject matter expertise, and communication skills combine with team leadership capabilities to drive improvements. Strengths and areas of core competencies include: Process Development & Improvements, Process controls design and implementation, Team Leadership & Training, Cost Analysis & Reduction, Strategic Planning & Implementation, Project Management & Risk Mitigation.
Representative Work Experience
Strategythree Lead Implementor
Led strategic business and technical consulting projects in which measured performance was the direct condition of follow-on work. Worked directly with customer representatives at all levels, from plant operations to the CEO. Planned and led projects for start-ups, well established organizations, and military / government contracting operations. Utilized well developed communication and leadership skills to earn trust and build acceptance and buy-in from key stakeholders, including those resistant to change. Helped to develop skills of client managers responsible for post-project continuing success.
- Using lean tools, facilitated 27% improvement in throughput, translating to annual savings of $300,000. Analyzed and Optimized business process. Improved order release and production reporting to increase accuracy and efficiency.
- Installed network accessible production displays to record production metrics and provide a dashboard for management review.
- Created a scheduling tool that required component availability and created pull tickets for the available components.
- Processing and Warehousing Operation: Determined optimal arrangement of processing equipment and improved packaging to reduce product damage, resulting in $1.3 million annual savings.
- Fresh Vegetable Processing Operation: Reduced process loss and increased equipment uptime for a yield gain that saved $400,000 annually.
- Frozen and Canned Vegetable Operation: Drove 57% throughput improvement and reduced line manpower 11%.
- Operations consolidation (Food production): Managed consolidation of two sites without requiring additional floor space at the remaining site by reducing conveying equipment requirement by 20% and simplifying the process flow.
- Operations consolidation (Aerospace): Managed consolidation of five sites into one existing site and one new site in another state. This included managing the layout and utility upgrades required at the new site, complete office renovation, and movement of 300 staff members.
- Inventory management (Food Production): Implemented improved inventory management processes to reduce inventory losses by $900,000 annually.
Plant Manager / Plant Engineer
Charged with planning and implementing a growth and improvement plan to restore profitability through efficiency and quality gains to meet aggressive sales and production plans. Manage a dual focus on operations leadership in the fast-paced production season balanced by operations engineering in the off-peak season. Evaluate competing proposals for capital improvement projects and negotiate agreements. Document business requirements for production and material planning, scheduling, and reporting. Fully responsible for production, maintenance, scheduling, and purchasing. Deployed lean manufacturing and continuous improvement strategies across the plant, developing and leading key process improvement projects.
- Transitioned ERP system from JDE to AX to have common systems corporate wide.
- Efficiently organized manpower to produce quality products in a seasonal operation dependent on a lower-skilled workforce.
- Developed staggered work schedule that maintained 7-day production while reducing overtime by approximately 60%.
- Reduced unit cost 30% while increasing peak throughput 30% over three years.
- Achieved SQF certification through facility-wide improvements and implementation of the necessary food safety systems.
- Drove development and implementation of the strategic improvement plan that increased the EBIDA from 4 to 18%, leading to its successful sale by its equity investors.
GENERAL MOTORS / DELPHI — Dayton, OH
Statistical Engineer
Used statistical techniques to diagnose and resolve process, quality, and manufacturing problems. Trained front-line managers and workers in methods and benefits of data analysis and experimentation.
- Determined the root cause of high torque in ball joint assemblies to be the surface finish and machining process used during manufacture of the components. New equipment was installed to correct the problem.
- Determined the cause for motor mount assemblies being out of spec to be inadequate and ineffective preventive maintenance of the assembly equipment. Effective PM procedures were put in place to eliminate the defective assemblies.
- Determined the root cause for variation in loaded height of fiberglass leaf springs to be variation in the amount of fiberglass in the spring caused by machine controls not being robust against operator errors. The machine controls were improved to not allow the fabrication to continue if the prescribed amount of fiberglass was not used in each spring.
GENERAL MOTORS / DELPHI — Dayton, OH
Senior Manufacturing Engineer
Represented the company in dealings with suppliers and customers. Negotiated agreements and parameters for quality, cost, and delivery schedule. Coordinated and led problem solving projects using expertise in the design and evaluation of mechanical systems and components. Completed extensive quality and process improvement training with leading national and international organizations. Drove very early process and performance improvement efforts by recognizing the value of technology.
- Selected to lead implementation of quality system to meet QS9000 standard, successfully passing the audit on the initial attempt.
- Awarded patent for design and development of Brake Lining Grinding Apparatus & Method, in which two processes were combined and a third process eliminated.
- Implemented visual scheduling system for a build to inventory process.
- Implemented Kanban pull system to eliminate overproduction by a supplying department.
- Successfully relocated a product line to another US facility and another to Mexico with no disruptions in deliveries or quality issues.
- Added automation to an existing cost-saving project, driving the savings from 20% to 70% and eliminating repetitive motion for employees.
Education
Purdue University – B.S. in Mechanical Engineering Technology
Purdue University – B.S. in Operational Leadership
Shainin Group Certified Journeyman Statistical Engineer
ASI consulting- Dr. Taguchi Certified Robust Engineering Practitioner
Thermal Processing Principles & Practices -- Certified HACCP Manager
Better Process Control School (per FDA requirements)