Strategic planning & tactical execution
Value Analysis/Value Engr.
Hoshin Kanri/ Policy Deployment
ISO 9001:2008; ISO 14001; ISO13485
Lean Six Sigma
DFA/ DFM/ PFMEA /TOC
Trained as Malcolm Baldrige National Quality Examiner by NIST (2014).
Received Sourcing Functional Team of the Year Award at Zimmer Biomet (2014).
Hand picked by TBA CEO to lead Toyota's Monozukuri activities in NA (2012).
Awarded CEO CI Excellence Award at Leggett & Platt (2010).
Provided leadership, training and mentoring to over 20 lean facilitators generating over $2M savings annually.
Completed Lean Six Sigma Black Belt at the Center for Executive Education (UT-Knoxville 2008)
Nominated as Elkhart County's Best and Brightest (2007).
Developed a new Andon system “Honky-Tonk” improving OEE based on Jidoka concept.
Directly reported to CFO at Zimmer Biomet. Served as the global initiative lead for Supply Chain & Sourcing initiatives including Quality Excellence totaling $260M out of $400M by 2016 (achieved $295M YTD).
Initiated and implementd quality improvement activities (e.g., Kaizen, DMAIC, Six Sigma, TQM) to raise the performance of the company's product lines.
Served as the primary lead for Design for Six Sigma (DFSS) initiative.
Led the Quality Excellence Strategic Planning design, implementation and documentation procedures for process controls, process improvements, testing and inspections.
Trained managers and directors as to their impact in the quality management system.
Managed a team of 57 reports including 10 Japanese coordinators, 4 managers, 6 A. Managers, 37 engineering staff.
Budget responsibility: $58M including Capital investments and Continuous Improvement budget.
Provided TPS support to TBA's key strategic initiatives by providing leadership and direction to the production engineering & project engineering teams, as well as supporting capital equipment improvement and development engineering.
Established engineering standards, specifications, and designs for equipment, tooling, and facilities.
Led new program launch activities to TBA's 14 locations in the Americas including Corolla, RAV4, Avalon & Highlander.
Served as the lead strategic change agent to drive Lean Six Sigma culture across the division strategic business units.
Consolidated a total of 14 manufacturing operations into 6 profitable businesses. Restored double digit returns to division in less than one year.
Transformed operational systems, spurred revenue growth, improved morale, and positioned businesses for growth and/or divestiture.
Reduced purchased material costs annually by 1% of sales by leading the VA/VE team including new material selection, design changes, negotiations, preferred suppliers, and strategic alliances.
Reduced MRO costs by over 25% over a 3-year period generating over $1.2M in savings by implementing TPM/CMMS/PdM.
Responsible for all general plant equipment layouts including metal fabrication, assembly/welding equipment, facility additions and/or revisions including company property surrounding the plant.
Transitioned manufacturing processes from push to pull system, reducing internal lead time from 5 days to 1 day.
Recruited to improve the overall quality of the 45 transmission modules and launch the new 62TE six-speed transmission module.
Managed 4 Engineers and 3 technicians. Transitioned manufacturing processes from push to pull system, reducing internal lead time from 5 days to 1 day.
Managed the capital assembly equipment ($2.5M) for the new 62TE transmission module program (6-speed).
Developed and promoted a new TPM system resulting in over $350K/Year savings and OEE improvement from 55% to 70%.
Achieved 90% scrap reduction in resistance welding destruction testing by utilizing lead-frames with a new fixture.
Reduced customer returns/warranty claims from 400 to 125 PPM in six months using Six Sigma statistical tools.
Reduced capital investment by 25% through machine consolidation and advanced capacity planning (Cost Avoidance $1.2M).
Fast-track promotion through a series of increasingly responsible positions, including Sr. Production Engineering Planning Engineering (1997~1998), Staff Engineer (1999~2000), and Production Engineering Team Leader (2000-2003).
Analyzed product/material design and purchasing methods to identify improvements resulting in excess of $2M in cost reductions in five years (Value Engineering/Value Analysis VA/VE Program).
Oversaw a $60M manufacturing facility expansion including a new assembly line concept for A-PRO &C-PRO lines.
Captured 3% cost reduction (PPR) annually in materials, and overhead costs.
Ensured that technical exchanges for the production engineering and process development functions are coordinated between DMTN and DNJP.
Work closely with Japan's P.E. Team in assembly line start-up for current and NEXTGEN products.
Redesigned manufacturing processes by applying principles of lean manufacturing to improve production efficiency and product quality.
Oversaw and coordinated process improvement projects throughout the assembly lines.
Developed & managed the strategic outsourcing of key components, resulting in over $0.8M/Year savings.
Supervised internal QS-9000 audits. Developed and trained auditing staff in QS-9000.
CAD/CAM, Lean Manufacturing, Six Sigma, Simulation Modeling, CMMS, Laser, 3D Printing, GD&T, Program Management, Tig/Mig Welding, Automated Assembly, Transfer lines, PLC, Metal Fabrication, Robotics, Quality Systems.
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