Bill Law Email and Phone Number

Began my lean journey with HNI Corp in 2011 where I first leaned about Freudenberg, and fast forward to 2022 I began my second Lean Journey with one of the main lean forces in the U.S.As part of the value stream team, my role is to identify, develop and lead/facilitate kaizen events and activities. As GROWTTH it is important that we coach, mentor, teach and train in the tools that drive improvement.My first event was a 3P in Pack Plant, which was identified by the value stream. The goal of the event was to improve develop a process to achieve 7pph at our welder. The process was currently sitting between 3.5 and 4.5 pph. Doing 3P and identifying wastes we were able to achieve a process able to achieve 8.1 pph. I have led many events thus far, SMED in our RP area, reducing change over time by 7 hours. Doing 5S events throughout, to stabilize our foundation with other GROWTTH members to create and improve our visual management. Lessons are learned and Yokoten those lessons.It all comes down to how I was taught from HNI. Go get the money and while doing so, improve the lives of the folks that provide the value to our customers.

SR. Manufacturing Engineer for Lean Implementation and Transformation for the site.Utilized the 5 principles of lean to begin the transformation.1. Specify the value2. Identify the Value Stream3. Make the Value Flow4. Let the customer pull the product5. Refine the system to perfectionUtilizing the rules The value stream was identified and was smashed together, to FLOW the value through the value stream. The event started as a SPF, however, quality had to reconcile line clearance, which prevented SPF, lead time was reduced from 138 hours to 1 hour, at min level and 2 hours at max level. Once established this was able to reduce the hiring needs of 20+ DL for the year. This was performed on two other key value streams to achieve like results.

As the Value Stream Manager, my role was that of lean leader. I planned, lead, and directed kaizen activities to improve the Lead Time to customers and reduce costs.Updated the 5S auditing system with a 5S database. We were able to focus target specific areas with specific tasks where-by developing best practices to read across quickly (Yokoten). We were able to celebrate successes by zones and provide awards to the teams who sustained best and improved the most each month. Implemented SMED based on Value Stream Analysis. Most notable, in the AKE automation system where capacity was limited due to changes taking greater than 60 minutes. Used SMED tools and achieved sub 20 minutes changeovers in the BMW family of components. Implemented a Standard Work playbook and read across the best practice to the other AKE lines. Was able to bring, at the time, 7 days of production to 5.5 to 6 days. Began to work on EPEI as processes stabilized.

My role was that of a launch engineer where I specified, quoted, and purchased tooling for our customers. I was a main contact for Ford, due to my previous experience, from JAC Products, as it pertained to their Tooling, Appearance Approvals, and Capacity Planning. I worked with my application engineers and job planner to support all launch activates.I lead SMED initiatives to reduce the lead time to our customers via a pre-press cell where I reduced the variation in set up tuning in colors prior to setting up the press. This reduced set up time, reduced ink and material scrap, and improved quality of the printing.

Market leader of roof rack and accessories for the automotive industry.Began as a ME and moved into the role of Launch Manager within 9 months. I successfully launched with Ford, Chrysler, Toyota, and Subaru. I led the cell design team along with connecting with suppliers to ensure a flawless launch. I was more of a Value Stream Manager due to the complexity of my role. I lead the site Kaizen schedule utilizing the site value stream map. In doing this was able to achieve a reduction in inventory of 1.5 million, reducing excess process by 150k worth of overtime reduction and reduced scrap by 90k based on SMED improvements.

Small and large bus manufacture in Imlay City Michigan. I was tasked with working with the Operational Excellence segment of the REV Group. During my time I improved flow by implementing standard work in the welding zone and utilizing pure assembly idea to take away process variation from the main line flow. I started as a ME and took over QM role and implemented LPAs and added in line product audits with direct feedback loop to manufacturing to update standard work to eliminate recurring defects on buses.

As part of the BPI Team, you were tasked with leading kaizen events, teaching lean tools and implementing process improvements.During my time I lead participated in over 31 Kaizen events between home site and throughout HNI companies.