Tenneco Automotive (fka Federal-Mogul)MLS Future State Project: Oversaw $4,000,000 project to establish manufacturing capability for latest head gasket designs. • Launched project in 2014 and fully implemented by 2017. • Enabled $1,600,000 per year in added margin and $170,000 per year in productivity savings.• MLS Partial Coat Project: Managed full financial analysis for proposal to convert MLS (multi-layer steel) head gasket designs. • Supported project implementation. • Generated $300,000 per year in savings.• MLS Future Capacity Project: Completed $800,000 project proposal to expand manufacturing capacity to meet demand through 2025.• Completed and presented proposal and justification. • Implementing in 2019.• Achieving $630,000 per year in savings.• Buy-to-Make/Technical Material Savings Project: Identified and coordinated implementation for projects saving over $300,000 in 2018. • Program Manager: Managed projects for implementation into manufacturing (including new items and changes to existing parts), using APQP gate review methodology. Supported via quoting, cost justification, and capital investment acquisition.• Manufacturing Engineering: Implemented process improvements, troubleshooting (quality & safety issues), and Lean manufacturing projects. Identified and implemented projects to save $63,000 per year in labor costs.

Led eight-person group responsible for engineering and implementation of projects aimed at improving productivity, quality, and safety within manufacturing.• Special Project Management: Led development of the Fully Cured Felcoply project. • Manufacturing Engineering: Implemented process improvements, troubleshooting (quality & safety issues), and Lean manufacturing projects.• Industrial Engineering: Performed equipment design, procurement, and installation.• Process Engineering: Created manufacturing instructions and FMEA/control plans, and implemented new item introductions, engineering changes, quotes, and prototypes (customer sample parts). • Led audits for compliance to ISO/TS 16949 standard.• Directed quality improvement initiatives, targeting problem processes and high-scrap parts.• Managed safety improvement efforts.

Assigned special high-priority projects and corrective action projects targeting improved quality, safety, and customer satisfaction (over 30 projects per year). Used Six Sigma technique for identifying key process variables and targeting efforts to eliminate issues for echo quality test issue. Consolidated major high-volume oven systems (including analysis of processes, load hours, and equipment utilization) to use to develop and implement plan to ultimately allow removal of all oven systems, saving $200,000 per year in operating costs and freeing 7,000 square feet of space. Analyzed systems for tracking spending for manufacturing supplies. Developed system leading to significant reductions in wasteful spending (saved 10% on $2,000,000 of spending).

Directed 25-person professional group dedicated to bringing new business into Skokie facility. Determined manufacturing processes and quoted costs for new part designs and tooling. Coordinated and fabricated prototype parts. Introduced new parts into production (creating shop floor routing, bill of materials, and control plans), and executed design changes to existing production parts. Assumed leadership role with newly centralized group, with charter of improving lead time and on-time delivery performance. Applied constraint management techniques to identify where best to apply resources. Processed 30% higher quantity of work, with 20% fewer people and shorter lead times (74% shorter for quotes, 40% shorter for prototypes).

Led 140-person manufacturing unit, including three multi-shift teams and support group. Oversaw processes, including metal blanking and forming, screen printing, and roll coating, with significant improvements demonstrated in areas of safety, quality, timeliness, and waste elimination, using various tools including constraint management (Toyota Lean manufacturing process), 5S organization, Kaizen Blitz, and aggressive use of Pareto techniques to attack root causes.

Managed group of 25 engineers, technicians, and training facilitators responsible for supporting company’s metallic/paper units. Improved manufacturing processes in blanking, embossing, steel coil slitting, roll coating, and screen printing. Maintained bill of materials and routing. Implemented corporate quality programs, including QS9000; supported writing of work instructions and procedures; and interpreted outside customer quality requirements for manufacturing teams. Chaired monthly safety meetings, coordinated accident analysis and reporting, ensured proper OSHA documentation, measured performance, and reported measures against corporate goals. Coordinated all technical, safety, quality, and continuous improvement training efforts.

Planned and implemented CAP (continuous improvement, waste elimination, and employee involvement program). Saved $28,000,000 in three years (6% of total costs). Served as consultant on improvement efforts in areas throughout company, including tooling process improvement (reduced lead time 50% and reduced outside processing $800,000 per year) and Kaizen waste elimination events ($160,000 savings per year). Participated in supply chain management efforts with key suppliers (over $500,000 in shared savings). Created employee incentives for promoting participation in CAP. Trained teams in use of various waste elimination tools. Tracked and communicated savings via company publications and quarterly award presentations.

Assembled and led manufacturing team of 30 people in start-up and full-scale production of new EMMP gasket products. Selected and hired team personnel. Created development plans, executed start-up, and led transition to full-scale production. Facilitated team improvement in all critical areas, including scrap reduction (from 14% to 3%), quality, delivery, and productivity (reduction in team size from 34 to 25 people without reducing efficiency).

Made entire EMMP manufacturing process operational, including layout of plant space, procurement/installation of equipment, and development of operating procedures. Produced detailed financial operating cost estimates for EMMP gasket (accurate within $0.05 per gasket). Developed manufacturing processes for blanking, adhesive dipping, deburring, waterjet trimming, aqueous cleaning, rubber molding, and roll coating. Perfected processes using DOE techniques.

Participated in corrective action with major product line. Managed Oven Control project; met delivery schedule, performance requirements, and cost objectives.

Managed POS-Paper Cell project, including cell layout, equipment selection and procurement, and team member selection. Supported operations in coating, curing, and screen printing departments.

Designed and coordinated building of equipment for blanking, coating, printing, and rubber molding processes.

Designed all control systems, including PLC program ladder logic, AC wiring design, proximity sensor location, diagnostics and safety measures, machine start-up, and troubleshooting. Programmed Square D Model 300 and 500 programmable controllers, and Cutler-Hammer D120 System. Designed pneumatic circuits.

Designed machine mechanisms for automated foundry equipment, including layout, stress and motion analyses, selection and design of hydraulic and pneumatic components, and R&D for new materials and designs.

Designed coatings and processes for applying coatings to various substrates. Interfaced with customers and prospects as applications engineer. Designed fixtures for coating processes. Maintained production equipment, including pumps, vacuum chambers, and electronic beam systems.