Deb Snyder Email & Phone Number

New Bern, North Carolina, United States

New Bern, Nc

Fayetteville, Tennessee

Oversaw daily operations of manufacturing, receiving, shipping, engineering, quality and procurement.• Led stainless-steel kitchen equipment fabricating facility of 200 team members, with annual sales of $61M in fabrication• Hired 67 new positions in 10 months (57 shop floor and 10 salaried), reducing temporary-employee ratio from 50% to 13%• Increased production capacity by 30%• Developed pre-production team and process for new business development and launched production projects with new customers• Exceeded manufacturing sales KPI of fabricated equipment by 56%• Achieved 175% growth in customer base in 2016

Smyrna, Tn

Led global Continuous Improvement initiatives for the Foodservice Division. • Performed key role on team of three, developing and implementing Franke Foodservice Global Lean Program• Led the Global Manufacturing Engineering Team: Design reviews, design oversight of Lean Kaizen event initiative, fastener standardization, and development of manufacturing limitations and design standards• Led the Global Operations Team: Global KPIs (safety, defective units, labor efficiency, lead-time, nesting efficiency), best- practice sharing, equipment and process standardization, and global equipment purchasing• Served as team coordinator and team member of CEO’s global leadership team• Planned, executed, and led business process Kaizen events, both locally and globally• Served as leader of Smyrna campus Risk Management• Led Foodservice Division’s Global Lean Program• Managed the Global Vault (Autodesk CAD data management software) Leadership Team• Led ISO implementation project, resulting in ISO 9001, 14001 and OHSAS 18001 certification in one year• Most experienced in leading business process, 5S, and standard work Kaizen events

Fayetteville, Tn

Led Lean implementation at Fayetteville manufacturing facility. Designed Lean cells to run at TAKT, conducted time studies, determined staffing, developed operator balance charts, defined layouts, and wrote standard work. Steered special projects, including building expansion, plant rearrangement, and launch of new products. Acted as project team leader for global $600K annual cost- saving project to move manufacturing of most complicated product from U.S. to China.• Implemented and sustained plant-wide 5S program with weekly audits and 18 auditors• Planned, executed, and sustained business process and shop floor Kaizen events• Led and sustained “Press Brake Setup Reduction” Kaizen event resulting in 61% setup reduction• Conducted one-day Kaizen study in under-performing cell - Implemented changes, resulting in 41% increase in throughput• Developed plant-wide standard work format and executed implementation• Coached, reviewed, and approved all site-wide standard work• Managed facility maintenance• Led facility Risk Management and achieved first-ever “Excellent” rating of all Franke facilities

Kettering, Ohio

Created standardized work for manufacturing operations. Provided labor estimates for new business. Provided Lean expertise for current and new manufacturing operations. Developed and optimized new and existing workplaces. Initiated and implemented labor reductions. Created and maintained all IE documents, including manufacturing system design workbooks, work combination tables, job element sheets, and layouts. Developed and facilitated manufacturing system design training for brake component manufacturing engineering organization. Studied key area with volume problem: reduced bottleneck station cycle time by 9% by changing labor content and methods.

Dayton, Ohio

Led Shainin Red X (problem-solving methodology) project team to resolve #1 First-Time Quality (FTQ) issue on Quad Caliper assembly line. Achieved reduction of FTQ from 20,000 PPM (2% occurrences), to 3,000 PPM (.3% occurrences). Achieved annual savings of $42K.

Dayton, Ohio

Supervised a group of 8-13 Manufacturing Engineers that designed, de-bugged, qualified and launched both the CNC caliper housing machining and assembly processes for two major projectsMaintained capital forecasting for these projects (> $13 M) and departmental budgetBudget, equipment uptime and FTQ targets were met or exceeded on both projects

Flint, Mi

Led the build, de-bug, qualification and launch of 2 new assembly lines (14 pieces of lean equipment) for Modular Reservoir (Fuel Level Sender) assembly Developed maintenance plans, spare part lists and documentation in Standard Cell formatKey participant in a Manufacturing System Design workshop to improve the Modular Reservoir assembly processLed and implemented changes brought about in the workshop in just two weeksWorkshop changes resulted in reduced part proliferation, reduced investment per piece by $.02, reduced standard hours by 19% and improved machine utilization

Flint, Mi

Supported four lines of Air Meter assembly, including one lean cellWorked with skilled trades to troubleshoot equipment (on-call 24 hours a day)Maintained Manufacturing Engineering documentationWorked closely with the QNPM (Preventative Maintenance) coordinators to update maintenance needs and records for the equipmentImplemented employee suggestions and participated on the plant Suggestions teamImplemented needed error proofing

Flint, Michigan

Managed 3-shift operation of tool room activities including 5-7 salaried supervisors, office staff and 110 UAW hourly employeesOversaw process for tooling, gage and fixture buildWas responsible for departmental budget, scheduling work, product quality, delivery dates and employee safetyDeveloped and implemented a visual job tracking system which resulted in significantly fewer lost and late jobs