CAREER SUMMARY
Experienced and results-oriented Mechanical Engineer with strong leadership abilities. Strategic thinker who can also operate tactically. Proven success in planning, leading, and implementing continuous improvement initiatives in diverse manufacturing environments. Utilizes financial tools, operational tools, and applies best practices knowledge to improve operational effectiveness. Self-motivated leader with demonstrated success in project management, cost reduction, and productivity improvement. Combination of strong business acumen and belief that operational effectiveness through value-added processes and staff development is integral to long-term business success. Expertise includes:
• Lean Manufacturing Green Belt
• Capital Project Planning
• Project Management
• Domestic and International Quality Auditor
• Strategic Planning
• Training and Staff Development
• Continuous Improvement/Six Sigma
• Safety/Ergonomics/EHS
• Manufacturing Strategy
• Product Team Leader
Professional Experience
KENNAMETAL INC., Solon, Ohio 2007-2009
Senior Lean Enterprise Coordinator / Solon Management Staff Member
Led strategic planning, project implementation, and continuous improvement of Solon’s Value Streams.
• Surpassed Solon FY08 Lean Savings of $3.2 million by leading project teams and completing twenty-eight Lean projects
• Developed and implemented New Hire Orientation for Shop Floor Procedures for over 50 employees in FY08 resulting in more efficient learning curve.
• Coordinated certification of 10 Lean Green Belts who accounted for $1.6 million in Lean Savings.
• Developed and implemented Project Steering Committee and Recycling Program with estimated fiscal year savings of $100K.
• Implemented Job Safety Analysis and conducted Ergonomic study with EHS Team during fiscal year to reduce DART Rate from .94
AMERICAN STANDARD COMPANIES, Tiffin, Ohio 2002-2007
Manufacturing Engineer / Tiffin Management Staff Member
Implemented all continuous improvement initiatives including Kaizen workshops, 5-S, and VSM
• Developed annual CAPEX projects and budgets for both plant operations and Lean training.
• Formulated and implemented training for Lean Fundamentals/Waste Identification, Standardization, and 5S.
• Developed Single Business Unit (SBU) for tank covers; reduced Lead Time from 14.8 to 9.3 days; reduced finished goods WIP by 33%
• Implemented Kaizen at Tank Spray; reduced operators from 4 to 3; increased machine uptime from 54% to 78%
• Improved Champion tank resul...
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