manufacturing lean manager resume example with 20+ years of experience

Jessica Claire
Montgomery Street, San Francisco, CA 94105 (555) 432-1000,
Operations Manager with extensive experience and progressing roles of responsibility for a world-class, Fortune 200 Manufacturing company. Full knowledge of Lean Manufacturing concepts to drive continuous improvement. Proven leader in a fast-pace environment with excellent problem-solving skills and hands-on approach. Possess excellent coaching and communication skills necessary to develop strong work teams and drive results through employee empowerment. Strong decision-making skills have delivered respected, value added, quality results that have increased revenues and profits. Loyal, reliable and organized to successfully manage and execute multiple projects.
  • Experience in value stream mapping
  • Knowledge of 5S methodology
  • Operations management
  • Performance tracking and evaluation
  • Decisive leader
  • P&L management
  • Team building
  • Cost reduction
Established a new set of company-wide first-production review procedures, which resulted in [Positive result]. Training
  • Trained all new CNC Operators on safe and efficient handling of machines.
Contributed to an annual [number]% increase in productivity through improvements in operations, quality, safety and administration. Cut inventory by more than half and improved on-time delivery to [Number]% by [Action taken]. Spearheaded an employee engagement program, resulting in a [Number]% decrease in annual employee turnover. Created critical KPIs to track and improve on-time delivery, customer issues and safety statistics. Improved operational efficiency by [number]% through identifying process issues and developing strategic recommendations for improvement. Reduced annual operating costs by $[Amount] by implementing Six Sigma principles.
05/2011 to Present Manufacturing/Lean Manager Avantor | Massachusetts, MA,
  • Manage relationships with 16 Contract Packagers.
  • Responsibilities include day to day issues related to Quality, Cost, Delivery and Productivity.
  • Project Lead for Consolidation of Co-Packer network, in-source vs.
  • sub-contracting.
  • Reduced from 16 locations to 9 resulting in $3.2 million in savings.
  • Established partnership with Aerosol supplier to implement Finish Good Supermarket 'pull' system on 10 SKU's, resulting in $825,000 of inventory reduction.
  • Played significant role in Secondary Pack RFP sourcing event.
  • Established & cultivated relationship with new supplier - Coregistics.
  • Resulted in $650,000 transportation savings & $19,000 labor savings annually.
  • Led implementation plan for Quarterly Cycle Count Reporting.
  • Established a robust Quarterly Cycle Count procedure and schedule to adherence for all Co-Packers which recovered $220,000 in excessive scrap at Wipes supplier in 2013.
  • Implemented Quick Reaction Quality Control board (QRQC) for Co-Packers.
  • Quality, Cost, & Delivery metrics monitored to ensure metrics trending in the right direction.
  • Supported training of new SAP ERP system with all Co-Packers during transition from Clorox to AAG.
  • Participated in Master Data cleansing to support PO creation and timeliness of goods receipts.
  • Acted as Lean Mgr.
  • for 10 months (January thru November 2015).
  • Facilitating 5S, SMED (setup) reduction implementation, and A3 problem solving techniques.
01/2003 to 01/2009 Manufacturing Manager Te Connectivity Ltd | Hauppauge, NY,
  • Responsible for P&L of $73 million Hose Assembly Value Stream.
  • Direct responsibility for three plants, two in United States and one in Mexico; totaling 198 employees.
  • Responsible for five direct reports to drive Lean initiatives in order to meet plant and divisional goals related to key metrics including quality, cost, delivery, safety, and productivity.
  • Made key contributions to the development of Lean Concepts, Continuous Improvement and Process Improvement programs utilizing Site, Value Stream and Team Board tools.
  • Transitioned plants from traditional batch processing mode to single piece flow, resulting in less scrap and improved operator flow/balance.
  • Improved Value Stream ROS from -2.8% to 5.8% from FY06 to FY09.
  • Implemented floating pitch with day-by-hour tracking to monitor productivity in cells, increasing Units Per Labor Hour (UPLH) by 23% and reducing lead time from 30 to 21 days.
  • Implemented Kan-Ban replenishment system for high moving inventory, reducing Days Sales of Inventory (DSI) from 56 to 38 days.
  • Improved Line Items Shipped Complete (LISC) from 86.5% in FY07 to 93.1% through end of FY08.
  • Improved personnel costs as a percent of sales annually by 8 to 10%.
  • Led plant teams in developing operations strategies aligned with corporate and divisional goals.
01/1999 to 01/2003 Plant Manager | Smithfield, RI,
  • Managed seven direct reports with oversight for 65 union employees for non-standard, custom manufacturing metal cutting & assembly facility.
  • Oversaw plant performance, prepared budgets and capital expenditure plans.
  • Supervised production, engineering, quoting, and customer service.
  • Implemented on-line quoting system, significantly reducing quote turn-around time and improving quote success rate from 20% to 30%.
  • Increased sales revenues from $1,386,924 in FY99 to $2,615,285 by FY03.
  • Supported implementation of Rapid Response programming enabling CNC machines to be programmed from the office and transmitted to the floor improving setup and increasing machining capacity.
  • Developed promotional materials, participated in regional sales meetings, trade shows, and visited distributors, increasing market awareness of the Unit.
  • Provided leadership and guidance on personnel matters, work practices and procedures.
01/1995 to 01/1999 Production Supervisor | City, STATE,
  • Responsible for scheduling, productivity and schedule attainment of five different manufacturing departments which included, Brazing, Plating, Crimping, Packing, and Shipping/Receiving.
  • Effectively supervised 50-55 union employees, made daily decisions to optimize department throughput and eliminate bottlenecks thus reducing need for overtime.
  • Trained and developed new employees utilizing written work procedures.
  • Accountable for quality, safety, throughput and adherence to production standards and schedules.
  • Strove to improve throughput by implementing new processes to reduce lead time of product.
01/1989 to 01/1995 Product Line Planner | City, STATE,
  • Planned production of 2,500 parts.
  • Scheduled 20 associates daily work assignments.
  • Division contact for 11 United States Service Centers.
  • Performed buyer duties, negotiated pricing, and identified and developed quality vendors.
  • Worked with production control personnel at 3 outlying manufacturing plants to tie customer needs and production schedules.
  • Scheduled daily work assignments for multi-spindle screw machine operators.
  • Reduced purchasing costs by $300,000 annually.
Expected in to to Bachelor of Art | Business Administration Baldwin Wallace College, Berea, OH GPA:
Business Administration
balance, budgets, CNC, Continuous Improvement, customer service, Delivery, direction, ERP, Inventory, leadership, machining, market, meetings, office, network, personnel, pricing, problem solving, processes, Process Improvement, programming, Project Lead, promotional materials, purchasing, Quality, Quality Control, Quick, Receiving, Reporting, RFP, safety, Sales, SAP, scheduling, Shipping, trade shows, transportation, written, 386

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Resume Overview

School Attended

  • Baldwin Wallace College

Job Titles Held:

  • Manufacturing/Lean Manager
  • Manufacturing Manager
  • Plant Manager
  • Production Supervisor
  • Product Line Planner


  • Bachelor of Art

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