Dedicated and knowledgeable manufacturing professional with diverse industry knowledge and special talent for searching out opportunities for improvement, contributing to cost reduction, increased productivity, and waste reduction (up to 20% across the board). Provides objective analysis and innovative solutions to a wide range of manufacturing problems including civil/structural repair needs, cost and productivity optimization, and safety and environmental issues.
All core accomplishments where obtained using lean manufacturing methodology.
Northern Box recently increased its efficiencies by 10%, increasing company profits 20 K monthly. (Used DMAIC, and steering team)
Ohio steel our efficiency's increased 20% increasing revenue by 500 K. annually. While at Ohio Steel we also reduced safety incidents to zero incidents saving the company another 100 K annually. (Used DMAIC)
At Resco's Products our lead times were reduced by 30 days, while improving T.I.R to less than 1%. Quality issues were also decreased by 5%. The total company savings was 500 k annually. (Used DMAIC)
While employed at Corrugated Supply, our lineal footage increased by 10,000 lineal ft an hour increasing our monthly profits to100 K. We also reduced waste by 3% saving 30 K monthly. While reducing waste we also reduced customer returns saving another $5,000 a month. Our T.I.R was also reduced saving 50 K annually. (Used DMAIC)
While at Ohio Packaging our teams reduced shifts, reduced waste, and increased productivity 45% adding 6 million dollars to the bottom line annually. (Used DMAIC) ?
Current assignment includes improving overall operational effectiveness by streamlining lean business processes, and procedures. Other responsibilities also include strategic planning, budgeting, quality, JIT, scheduling, purchasing, quality, and maintenance. My 2016 goal at Northern box is to develop Operational Excellence by implementing a highly effective steering team. My goal is to improve JIT delivery utilizing improved communications, documentation, and written processes. By using lean manufacturing methodology Northern Box has improved productivity by 10%. Northern Box will continue to become a world class organization using DMAIC. Direct reports scheduling, quality manager, maintenance manager, supervisor, and shipping manager.
While employed with Ohio Steel Safety, quality, housekeeping, productivity, and morale were priority number one. Ohio Steel currently has three lean manufacturing teams. Measuring, analyzing, improving, implementing and controlling lean processes is what works best for continuous improvement. While at Ohio Steel our teams efficiency's increased from 85%, to 100% allowing a 500 k savings annually. Ohio Steels steering committee was able to reduced their safety incident rate by 100% saving 100 K annually. Direct reports engineering, scheduling, customer service, purchasing, maintenance, and all production supervisors.
General Manager responsibility's included sales, safety, quality, productivity,housekeeping, and full P&L. Other responsibilities include the development of Operational Excellence, best practices, preventative maintenance, JIT delivery, data analysis, and training schedules. As Resco's Plant General Manager lead times were reduced by 30 days, while improving T.I.R to less than 1%. Quality issues were decreased by 5%. The total company savings was 500 k annually. Direct reports where as follows engineering, sales, scheduling, customer service, purchasing, maintenance, human resources, and all production supervisors.
Developed Operational Excellence teams. Implemented best practices, 5 s, preventative maintenance, JIT delivery, data analysis, and training schedules. During 2012 the steering committee implemented work instructions, trained and mentored all employees. 5'S has also been implemented and controlled by the steering committee. While facilitating the teams at CSC the team has reduced all safety incidents by 50% saving 50 K annually.
Lean manufacturing teams have increased productivity by 10,000 lineal feet per hour adding 100 K monthly to the bottom line. Quality procedures were also developed and helped to reduce quality cost by $5,000 a month. CSC's waste numbers were also reduced 5.5% saving 30 k monthly. Direct reports where as follows scheduling, customer service, maintenance, and all production supervisors.
Operational Excellence training and implementation at Ohio Packaging has been the key to Ohio Packaging's success. While employed at Ohio Packaging lean manufacturing management has helped to define, measure, analyze, improve, and control the entire operation. Setting expectations and holding supervisors and employees accountable has guaranteed results for the OPC Massillon facility. In the seven years at Ohio Packaging the lean manufacturing team helped reduced the work force to three shifts. That was accomplished through lean training, and employee involvement. The team at OPC also increased productivity 45%. OPC now has less than 5% waste saving the company 150 k annually. Quality returns our less than 1% saving another 20 K monthly. In all Ohio pacakaging increased revenue 6 million dollars a year by using lean manufacturing methods. Direct reports where as follows scheduling, maintenance, and all production supervisors.
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