Highly accomplished Manufacturing Professional with extensive experience in multiple industries with an emphasis on Operations Management and Lean Manufacturing systems.
Highly accomplished Manufacturing Professional with extensive experience in multiple industries, with an emphasis on Operations Management and Lean Manufacturing systems.
Trained and educated on Toyota Production System principles (Lean Manufacturing).
Solid record of achievements, including streamlining operations, instituting improvements and ensuring ISO certifications.
Outstanding problem-solving/troubleshooting skills. Able to address and resolve production issues.
Excellent leadership, management and motivation acumen. Adept at leading work teams to achieve goals and complete tasks on-time and within or under budget.
Superb communication, facilitation and training skills. Excel as liaison between staff, management and clients.
Valmont Industries, Inc.
Plant Manager, 2012-Present
Serve as Plant Manager for Valmont Industries Structures Division
P&L responsibility for Valmont (Brenham, Texas) $60M+ facility leading over 220 hourly and salaried employees.
Led site to 2.61 OSHA Recordable Rate in 2012 down by 64% from 2011.
Reduced OSHA Recordable Rate in 2013 by 36% in 2013.
Decreased field claims in six months by 26% with a Quality Occurrence rate of 1.7% of sales, resulting in the site getting an Impact Financial Award in the 2nd half of 2012.
Reduced Voluntary Attrition by 50% from July 2012 through December 2012.
Exceeded Quality Occurrence Rate in 2013 by .4%.
Exceeded Warranty cost in 2013 by over $500k.
Reduced Variable Manufacturing (Variable Burden Variance) expenses in 2013 by over $4.8M.
Internal business restructuring decreased Net Sales by 57%. We managed to increase Operating Profit by 75% from 2013 to 2014.
Improved Variable Burden Variance by $426,074 in 2014.
We experienced a 57.7% reduction of total incidents in 2014(20 total) as compared to 2013(46 total).
Medical costs were reduced from $166,449 in 2013 to $23,902 in 2014.
Exceeded Gross profit year over year (2014 vs 2015) by 2.3% as percent of net sales.
Increased Operating Profit (2014 vs 2015) by $1.4M.
Lean Enterprise Associate Director 2011 to 2012
Serve as Global Lean Manufacturing Associate Director for multi-divisional international organization.
Coached the implementation of Global Lean initiatives.
Conducted multiple hands on Kaizen workshops that focused on process efficiency and quality improvement utilizing 5S, Value Stream Mapping, Standard Work & Visual Factory.
Facilitated a Design Engineering Kaizen in England that yielded a 63% improvement with a cost savings of $62.23 pound savings per pole.
Led a Finance month end closing Value Stream Map exercise that identified key action items to reduce processing time by 50% plus reduced site review time by 50%.
Utilized VSM to improved Employee Set-Up accuracy by 14% in the global IT.
Develop Divisional Lean Leaders by utilizing the Hoshin Kanri Process.
Participated in a cross plant Kaizen on a $66 mil project to reduce labor hours while increasing quality and productivity plus to identify best practices.
Led a corporate welding core competency Kaizen team to identify ways to ensure our welding standards are following correct practices.
Coached divisions with their Hoshin objectives through X-Matrix planning.
Associate Director of Lean Implementation, 2009-2011
Serve as Global Lean Manufacturing Associate Director for Lean Implementation and coordinate global Lean initiatives for Novartis OTC.
Worked with Senior Leadership to establish their AOP.
Conducted a Kaizen that yielded a 56% improvement in Vapor Patch adhesive flow rate.
Trained 800 employees, (Switzerland, Puerto Rico and inland USA) on Lean Problem Solving.
Utilizing TPM, improved the Excedrin packaging efficiency by 40%.
Initiated a SMED workshop that improved Prevacid Changeover by 6.9 hours. Change improved from 13.2 hours to 6.3 hours respectively.
Developed a global strategy that accomplished a 25% improvement in the OEE to 54% in Novartis OTC.
Toyota Motor Manufacturing - Princeton, IN Toyota Production System (TPS) Assistant Manager (Superintendent), 2008-2009
Serve as TPS Assistant Manager for world class automotive manufacturer. Coordinate Toyota Production System (Lean Manufacturing) principles for Toyota Motor Manufacturing Indiana.
Trained 25 key Toyota Production System Employees in new TPS Department Start up on TPS principles.
Conducted a Multi-site (TMMI, TMMK & TMMTX) Kaizen to standardize Supervisor Daily work practices which covered 3 Toyota facilities with 5000+ employees each.
Working with Toyota Japan, improved TMMI’s standard work by eliminating wasteful document information, adding better visuals and trained TMMI employees in East and West Assembly. (Approx. 1500 employees.) This also reduced the document size by 50%.
Utilizing an e-kanban System, we reduced material late deliveries by 50% on Final.
Developed and trained 700 Team Members and Leaders on Toyota’s FMDS (Floor Management Development System) Management System.
Improved WACT (Weighted Average Cycle Time) on the fundamental Line from 83% to 90% while reducing non-value added walking and incidental times.
Developed and conducted a Fundamental Line Strategy with Toyota Sensei’s to increase Trim 1 Lines productivity from 60% to >85% in 2007. By fiscal end, productivity increased to 96.5% respectively. Liaison between Management Steering Committee & Manufacturing on plant Kaizens.
Toyota Manufacturing Assistant Manager (Superintendent) 2003-2008
Led Manufacturing/Operations in Assembly for both the Toyota Tundra and Sequoia SUV. Supervised over 200 Team Members and 8 Supervisors/Managers on alternating shifts. Develop operating plan while maintaining the yearly objectives and financial measures.
Successfully led area through capacity increases.
Conducted process improvements in Trim that yielded a 48% improvement in quality. A follow up kaizen further reduced the PPHV from 3.96 to 2.59 respectively in 3 months.
Reduced temporary labor cost by $459,264, focusing on process efficiency and standard work.
Improved Standard Work while training operators using TWI principles, eliminating hatch water leaks.
Implemented strategies that reduced our modal change ramp-up from 2.5 months to 14 days.
Orchestrated Fundamental Skills training for over 700 Team Member and Leaders.
Developed Toyota Team Leader Skills training for 144 T/L’s in General Assembly.
Other positions include:
Manufacturing Shift Leader (Manager) at AM General Corporation - Mishawaka, IN, from 2002 to 2003, where I oversaw the activities of 220 salaried and hourly personnel. Developed an operations plan that achieved a productivity goal of 95% in record time. Coordinated procedures, including non-conforming material and production standards. Oversaw supplier specification deviations with Purchasing, Engineering and Operations.
Manufacturing Superintendent at Ford Motor Companyin Flat Rock, MI, from 2001 to 2002, where I spearheaded new world class slat conveyor start-up which improved ergo burden by 30% and increased quality by 50% utilizing Poka Yoke (Mistake-Proofing) principles.
Operations Business Manager at General Motors Corporation – Shreveport, LA, from 1997 to 2001. Successfully implemented QS 9000 & ISO 14001 as Internal Auditor with a 100% pass rate and a 40% reduction in occurrences. Recognized for leading the Chassis department through two year-end model changes coming in under budget by an average of $10,000. As Reliability Engineering Supervisor, I utilized Statistical Process Control to reduce defects in assembly by 40%.
Production Supervisor at Hormel Foods Corporation – Fremont, NE, from 1994 to 1997, where I Utilized Lean Manufacturing principles to reduce non value-added work by 30%. Implemented $45,000 Immersion Bath under budget which yielded a 50% improvement in efficiency while improving quality.