Michael — Industrial Engineer

Experience with Shingijutsu in coaching, implementing, and reflection on Formal Kaizen continuous improvements events and Lean deployment strategies.

Deployed Lean Manufacturing initiatives and strategies and Industrial Engineering tool improvements that resulted in very successful continuous improvements.

Deployed daily Gemba management team boards with Lean metrics, analyses, and projects to develop problem solving and methods improvement systems for all employees.

Facilitated, trained, and coached cross functional teams to develop, plan, implement, and followup on continuous improvement projects.

November 2011 - Present South Carolina sites Lead and coach Lean deployment activities, transitions,strategies, systems, and tools for multiplant sites in South Carolina. Developed Lean Transformation plans for multiplant sites and deployed Lean Transformation projects in pilot cells and plants using the Porsche Lean Transformation System. Deployed daily Gemba management team boards with Lean metrics, analyses, and projects to develop problem solving and methods improvement systems for all employees. Implementing Lean Roadmaps and prgressive progress for multiplant sites achievements in excellence in ACE Lean levels of Bronze, Silver, and Gold.

Directed and implemented Lean Manufacturing strategies, systems, roadmaps, and tools for six plants in US, Norway, England, and Spain with major improvements in muliticultured environments involving plants in initial Lean deployments. Implemented Visual Systems with shop floor metrics that provided real time savings in Safety, Quality, On Time Delivery, Inventory Reductions, Productivity Improvements, and 5S that engaged all employees into problem solving with PDCA. Worked with Customers of BMW, Ford, Daimler, Volvo, Jaguar Land Rover, Cummins, Navistar, etc to help solve Quality and 5S issues with Kongsberg plants. Deployed Leadership Standard Work for plant leaders to work in conjunction with Visual SQDIPS boards that provided a sysem for employee involvement in establishing the culture for solving plant problems. Facilitated shop floor Kaizens and Value Stream Mapping events that resulted in cycle time reductions of 25%, one piece flow savings, of WIP by 50%, output increases by 15%, 5S improvements by 75%, scrap improvements of 50% with Successive Inspection. Trained and facilitated Transactional Kaizens (Office) that made improvements in Sales Order Processing lead time reduction from 5 days to 1 day, Receiving & Inspection error reductions by 99% in several plants, and improvements in communication with employees. Conducted Skateboard Simulation Kaizens in Formal Lean Deployments to teach the Lean Tools of 5S, Standard Work, One Piece Flow, SMED, and Visual Management.

Deployed Lean Manufacturing initiatives and strategies that resulted in very successful continuous improvements and profitability. Facilitiated, planned, led, and coached many Kaizen events involving prework, training, Kaizen event, work shop implementation, and reflection. Presented, planned, and coached many Plant Tours and Presentations with local companies desiring to learn from Eaton's Lean Deployment since plant was a previous NC Shingo Prize Gold level recipent. Facilitated, trained, and coached cross functional teams to develop, plan, implement, and followup on continuous improvement projects. Facilitated weekly Lean Council with Leadership team to develop, deploy, and sustain Lean Manufacturing initiatives. Trained employees in Lean Tools of VSM, 5S, Standard Work, Setup Reduction, Error Proofing, Pull, Continuous Flow & TPM. Managed Lean War Room with Lean Strategy deployment, key Balance Score Card metrics, Value Stream Maps, Kaizens, project hopper C&E, employee recognition and engagement results.

Successful deployment of Lean Manufacturing strategies and initiatives that resulted in continuous improvements. Experience with Shingijutsu in coaching, implementing, and reflection on Formal Kaizen continuous improvements events and Lean deployment strategies. Developed, established, managed, and sustained very successful KPO (Kaizen Promotion Office) with 1-9 associates in implementing continuous improvements on shop floor. Facilitiated, planned, led, and coached many Kaizen events involving prework, training, Kaizen event, work shop implementation, and reflection. Facilitated Lean Council meetings with Leadership team to develop, deploy, and sustain Lean Manufacturing initiatives. Participated in major Lean Showcase initiative with all US Healthcare plants in reducing leadtime of manufacturing and installing new Imaging Magnets from 31 days to 10 days. Developed key standard work document for magnet installation. Participated in major Lean Bootcamp in Budapest, Hungary with Shingijutsu sensei and presented many test improvements results. Executed Kaizen test savings of 35 minutes for MRI magnet equipment.

Deployed Lean Manufacturing initiatives and strategies and Industrial Engineering tool improvements that resulted in very successful continuous improvements. Facilitiated, planned, led, and coached many Kaizen team events involving pre-work, training, Kaizen event, work shop implementation, and reflection. Facilitated, trained, and coached cross functional teams to develop, plan, implement, and followup on continuous improvement projects. Developed and coached new 5S initiative to restore 5S to its proper level in PRT.

August 1996 - October 2004 (8 years 3 months) Greenville, South Carolina Deployed Lean Manufacturing initiatives and strategies and Industrial Engineering tool improvements that resulted in very successful continuous improvements. Facilitiated, planned, led, and coached many Kaizen team events involving pre-work, training, Kaizen event, work shop implementation, and reflection. Facilitated, trained, and coached cross functional teams to develop, plan, implement, and followup on continuous improvement projects. Developed and coached new 5S initiative to restore 5S to its proper level in PRT