Dennis Cramer Email & Phone Number

Tulsa, Ok, Us

Tulsa, Oklahoma Area

-Develop/Facilitate annual Hoshin Kanri to define strategic goals-Create tailored Lean training program to support company Hoshin-Train/coach senior leadership team on Lean principles and the new behaviors necessary for the cultural conversion-Plan/Conduct kaizens to support the annual Hoshin and transform the Value Streams-Provide hands-on coaching/training for shop leadership on Lean principles and the new behaviors required for a continuous improvement environment-Conduct workshops in all Lean disciplines (presentations, handouts, homework, application): 5-S, VSM, TPM, Pull/Kanban, Cellular Manufacturing, SMED, TWI, A-3, PDCA, etc.-Conduct Root Cause Analysis workshops - benefits, techniques, application-Train/promote A-3 form as the default approach to process improvement-Work with senior executives to establish KPI’s and “dashboards” to support Hoshin/Goals-Coach the executive team on the use of regular Gemba walks, and how to properly use KPI’s and observation to promote deeper thinking about processes-Assist in building your Lean Team, selecting and training -Provide focus and structure to an existing Lean Team to assure goals are achieved

Collinsville, Ok

Developed 5 year Lean Business Strategy for Victory Energy. •Created Lean training program tailored to support annual company Hoshin•Trained/coached senior leadership team on Lean principles and the new behaviors that support the cultural conversion needed. •Conduct/plan kaizens to support the annual Hoshin and transform the Value Streams•Coach/train shop leadership on Lean principles and the new behaviors required for a continuous improvement environment •Conduct workshops in all Lean disciplines: 5-S, VSM, TPM, Pull/Kanban, Cellular Manufacturing, SMED, TWI, etc.•Use Root Cause Analysis routinely as a standard response to Quality/Performance issues•Trained/promoted A3 form as standard approach to process improvement•Worked with senior executives to establish KPI’s and designed “dashboards” to display metrics in each department/workgroup •Organized regular Gemba walks with the executive team, using KPI’s and observation to promote deeper thinking about processes •Select/supervise Lean consultants to augment resources as necessary to keep the company on plan•Manage the Quality Control department to ensure compliance with applicable ASME code, State, Federal, Local and VEO requirements•Coach inspector behavior that supports the Lean Culture •Complete regular performance evaluations for the Quality Team •Set Goals and objectives for Quality Team

Tulsa, Ok

-Implemented complete Lean conversions from traditional manufacturing to world class Lean performance-Lead senior management through Strategy Deployments to build a strategic vision and define the steps to achieve the future state-Developed Training Within Industry training materials to enhance workshop effectiveness-Conducted TWI application workshops teaching principles and guiding application on the shop floor-Advise/coached senior management through the cultural change necessary to support a Lean enterprise -Held Cellular Manufacturing workshops resulting in fully functioning production cells-Conducted 5-S workshops achieving standard work and a visual workplace-Facilitated Value Stream Mapping workshops resulting in breakthrough Future State visions-Taught facilitation Skills in Lean certification program-Instructed and applied Total Productive Maintenance-Applied SMED in a variety of shop environments to significantly reduced changeover times-Instructed Six Sigma classes-Coached shop leadership behavior for the Lean company with a “hands-on” approach-Develop/Install pull systems to achieve low inventories and a dependable supply of materials

Tulsa, Oklahoma Area

-Responsible for lean deployment strategy to transform the organization into a Lean enterprise-Developed organization wide (1,200 employees) training plan to support the Lean transition-Achieved significant cost reduction-Scheduled/Organized/Facilitated Kaizen events (60+ Events)-Reported weekly to senior management on Lean activities/results-Participated in Boeing Kaizen Events at their facility-Participated in Pratt & Whitney Kaizen Events at their facility-Worked with State and Local government to fund AA Lean training-Experienced in Six Sigma

Tulsa, Oklahoma Area

-Responsible for a production organization of 140 Union direct reports-Managed annual material cost of $7.4 million and was consistently under budget-Established a winning track record of 198 consecutive on time deliveries (not equaled before/after tenure)-Supported 757, A300, F100, MD80 field requirements-Articulated Shop goals, and production concerns daily in Shop meetings with 140+ Team members-Raised production levels to unprecedented levels-Successfully created a Team environment and encouraged ownership-Managed consolidation of two large work groups (combining Teams and re-building organizations) without impacting Dock schedule-Sponsored an active Product Improvement Team-Team Leader for CAM (1,200+ employees) Lean Manufacturing/Six Sigma-Trained new Supervisor’s to succeed with the Union/AA environment

Tulsa, Oklahoma Area

-Managed Pneumatic Project ($25 million investment)-Established consistent lost time control guidelines throughout CAM -Provided leadership to CAM Process Improvement Team-Conducted coaching/counseling, and pursued disciplinary actions as appropriate-Managed FMLA program for CAM-Composed grievance responses and negotiated settlements with Transport Workers Union

Tulsa, Oklahoma Area

-Never missed a production delivery during my leadership-Lead and directed 148 union direct reports-Provided leadership and effectively articulated Shop goals to 148 union direct reports -Manage an annual material cost of $4.2 million and was consistently under budget-Established a winning tradition fueled by Team Pride-Initiated Attendance Control Policy strategies for effective “lost time” management-Developed production plan to meet Dock schedule requirements-Forecasted manpower and material requirements based on Dock plan-Developed strategies to improve productivity in a very intense environment-Managed production cost to assure compliance with approved budgets-Prepared/Presented special projects as assigned to upper management-Lead and Directed 78 TWU Mechanics/SRP’s-Interpreted/Enforced Company Policies and TWU Contract in daily Shop activities-Coached/Counseled employees on performance issues as necessary

Tulsa, Oklahoma Area

-Led and Directed 45 union direct reports-Developed annual plan for $4.5 million annual budget-Forecasted material and manpower requirements based on component removals

Tulsa, Oklahoma Area

-Managed Boeing fleet account-all procurement related to 767, 757, 727 aircraft ($40Mil/yr.)-Managed A300 repair contracts with Airbus, required extensive travel-Negotiated long-term strategic contracts -Developed supplier rating system

Tulsa, Oklahoma Area

-Conducted vendor audits to assure FAR compliance-Performed CASE level audits-Updated AA's audit forms/methods-Completed special projects/analysis as required

Tulsa, Oklahoma Area

-Prepared and Managed the annual Purchasing Operating Budget-Negotiated contracts for aircraft component repair (All Fleets)-Developed method to prioritize contract assignments-Administered repair contracts-Developed component repair contract for Purchasing Dept.-Solicited/Analyzed suppliers' proposals-Developed and administered “Power-by-the-Hour” contracts-Conducted supplier interviews-Developed new repair sources

Bachelor Of Science In Economics, Economics

Psychology

Welding Certification, Welding