Qualified Production Supervisor with [
Contributed to an annual [
During my role as a Master Tech I did such a good job that I was promoted to the role of Shutdown Coordinator. In my role as the SC I would work directly with the Master techs to keep the equipment operating as efficient with the least amount of waste as possible.
Each piece of machinery was scheduled to be shutdown every 9weeks and it was my job to safely and efficiently get as much work completed during the shutdown as possible with the amount of man power that was available.
The role of the SC gave me a better understanding of Precision Maintenance.
As a Master Tech I was responsible for a group of machines and people called a cell. Being the leader of this cell it was my responsibility that we safely used the lean manufacturing process to meet the customers needs while always keeping the best interest of the company in mind.
Ultimately, it was my responsibility to make sure that the cell was set-up for success. I was evaluated upon how well the cell performed. I would work with the new employees as well as the experienced employees to ensure that we all used the best practices for lean manufacturing. I would train the employees on the best practices for running their equipment. Often a person would get complacent with their job that they get tunnel vision, they don't look at the big picture of things. More often than not there is a more efficient way of doing their job that will save time or save waste but they don't recognize this because they are caught up in doing their work. We followed a strict production schedule to meet our customers orders. Often there were times when the trailer would pull up to the dock just as the last case of product was produced.
My responsibilities also included the evaluation of employees. I would work with the employees to make sure that they had their yearly RRE (Role, Responsibility, Expectation) completed so that we had a good understanding of what their expectations were for the year. Through-out the year we would go through their RRE to make sure that they were on track with their goals so there were no huge surprises at years end. At the end of the year I evaluated the employees based upon how well they met their RRE as well as SBO's (Situation Based Observations). What this means is that I evaluated the employees based upon facts, there was no favoritism or personal emotion put into the evaluation.
We also used many other process at the mill to help ensure that we operated as lean as possible. We used the II process (Improvement Idea) to become more efficient. The improvement idea process helps to keep the employees involved. If an employee had an idea that they believed would improve efficiency or cut waste there was a form that they filled out to explain their idea. We understood the fact that the employees performing the work quite often have the best ideas it is our job as managers to get these ideas out of the employees performing the work. We also understood the fact that not every idea is cost effective for the company. It was my job as a manager to sift through the ideas that were brought forward from the employees and determine which of the ideas were cost beneficial for the company.
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