Amanda Espinoza Email & Phone Number

Bayport, Minnesota, US

• Assisting 4 supervisors and their 156 team members to produce 1,042 windows per day in safe and quality manner.
• Partnered with fellow VSM to standardize and automate Tier processes and metrics to drive a continuous improvement culture. The Tier 2 process is considered an enterprise benchmark.
• Collaborated with the Quality Manager to implement a rapid problem-solving process (5 Why and preventative action training) for Finished Product Audit (FPA) findings.
• Led a cross functional Quality Kaizen to root cause problem solve the most frequent defect finding.
• Mentored 12 supervisors in implementing a plant-wide 5S+ program through Kaizen trainings and standardized processes.
• Partnered with the Safety Associate to implement a safety observation program and weekly Team Lead safety audits resulting in decreasing the plant’s IR/DART by 50%.

Bayport, Minnesota, US

• Partnering with the site’s Strategy Team to develop a Lean Management System that drives the team’s strategic goals.
• Created and implemented a Lean Transformation framework that was utilized by a cross functional team to increase output on a high-speed high-volume line from 190 units to 215 units per shift.
• Constructing and deploying a Lean Management System through the partnership with the plant manager and Value Stream Managers that helped stabilize 10 work centers and sustain transformational improvements. Focusing on.
• Executed the site’s first on site Team Lead Development program by partnering with the Talent and Performance Specialist – graduated 7 TLDPs who successfully utilized a 1-point kaizen to implement a measurable.
• Created the site’s first Tier 2 recognition program to build and sustain a positive engaging culture. The process was highlighted as a best practice at the division’s town hall.

Dublin, Ireland, IE

• Led a site of 350 team members in the elimination of waste and deployment of continuous improvement tools (Lean Six Sigma) in support of overall plant objectives.
• Achieved $1.353M validated cost out savings in 2020.
• Decreased WIP by 15% through the implementation of pull systems (lean material flow, Kanban cards, Heijunka, planning board, visual management).
• Training Champion – revitalized the On the Job (OJT) training program by creating a standard operating procedure (SOP) for each safety, quality, and production task within each critical work cell.

Dublin, Ireland, IE

• Responsible for 30 employees within the Couplings product line and the contribution and performance of the department. Assist plant manager and production manager in the development of processes to achieve a zero.
• Led a cross-functional Continuous Improvement team in a Rapid Improvement Event (RIE) for a high volume cell resulting in record breaking production/sales for the product line through best shared practices, 0S.
• RIE champion for the Machine Components value stream. Helped RIE leaders and team members keep track of implementation and closure of safety and productivity action items. Provided support by escalating at risk.
• Established and maintained a positive, engaged employee team sentiment through application of Eaton’s Leadership Attributes & Aspirational Goals. Empowered employees to make decisions, innovate, and work in a.
• Hired 11 team members in response to the customer's increasing demand. Oversaw the training and development of each team member through the structured On The Job training program. Became the role model for excellence.

Dublin, Ireland, IE

• Risk Assessment Champion – led the charge to complete all work station risk assessments by the 2016 deadline. Conducted a site wide plan to train all team members on its purpose and their cell specific assessment.
• Directed a multi-functional safety team in completing 7 risk reducing projects based on recent injuries and highest value stream risks.
• Led Beltsville’s ergonomic team in completing 13 site wide ergonomic improvement projects
• Managed Machine Components and Metal Forming dust collection project that brought 13 areas up to FPA and OSHA regulation

Dublin, Ireland, IE

• Eaton's Leadership Development Program is a highly selective three-year rotational program offering structured training opportunities and exposure to leadership while providing a breadth of experience in functional.
• Created potential Failure Mode and Effects Analysis (pFMEA) & Control Plans to better contain defects in house. Expect improvement in warranty costs and post-sale satisfaction metrics.
• Increased consumer satisfaction by creating specific manuals for the top 2 customers. Successful program expanded to 6 other customers.
• Increased continuous improvement projects, employee engagement and employee recognition 87% by revitalizing the Delivering Results (by) Implementing Valuable Employee Ideas (DRIVE) program.
• Increased corrective action and root cause detection for Cost of Non Conformance (CONC) from 26% to 58% within 3 months of deploying a responsible area feedback process.Eaton’s Power Center, Switchgear.
• Established 5S+ program contributing to OTD improvement from 75% to 100% for 7 consecutive months and record low annual recordable injuries. Program also saw 8% improvement in audit scores in first year.

Dublin, Ireland, IE

Bachelor Of Science (B.S.), Industrial Engineering

High School