James Bertram Email & Phone Number

Hutchinson, Minnesota, United States

Chaska, Mn

• Worked with Master Scheduler to improve scheduling system by creating tools to help visualize flow, capacities, plant loading and forecast• Lead team to transition product line from “job shop flow” to dedicated manufacturing cell• Developed yearly review process to improve time estimates for facility• Worked with manufacturing to develop skills matrix and departmental capacity planning tools• Lead press department scrap reduction team, utilizing team approach and data collection to reduce press department scrap by 20% in 5 months• Developed and implemented plant wide metric boards for all manufacturing departments. I currently lead weekly board meetings in every department each week• Implemented numerous 5S and workplace organization projects, focusing primarily on assisting operators in locating parts • Developed plant layout and facilitated moves to include new equipment as it arrives

• In-house expert on Toyota Production System and Lean Implementation, serving as an internal consultant for Kaizen teams and other continuous improvement activity• Improved process flow in the Order Entry and Impression Scanning areas by utilizing lean tools (Standard Work, Waterspiders and reduced inventory). Project reduced lead time through system from 90 minutes to less than 45 minutes• Lead a Kaizen event developing a new layout and improve process for shipping. Key components of the project involve line balance and establishing a “takt time” for shipping• Worked with production managers to develop “Leaders Standard Work”• Implemented Hour-by-Hour Charts in production areas• Working in the injection molding and painting areas to improve 5S and develop better “Lean Management” skills • Mentor line managers and other support teams on the concepts of lean manufacturing by leading and participating in book review sessions, gemba walks and one on one training• Developed and performed training on a variety of Lean Topics including 5S, Lean Production System, and Standard Operations• Serve as a conduit for sharing best practices between manufacturing sites

Clear Lake, Ia

•• Managed a team of 5 Continuous Improvement Technicians• Use time studies, layout analysis, and process mapping to develop standard operating procedures, line balancing and layout for manufacturing, shipping and receiving and other areas of business• In-house expert on Toyota Production System and Lean Implementation, serving as an internal consultant for Kaizen teams and other continuous improvement activity• Member of “Safety Steering Team” focused primarily on developing a process approach to safety • Responsible for identifying and implementing major lean initiatives including a 5S promotional program, improved plant layout and material flow; improved schedule communication from parts producers to parts suppliers; improved capability to produce product in a “Build-to-order” fashion; and establishing standard operating procedures for operators • Lead or participated on over 100 Kaizen Breakthrough events focusing on multiple areas of the business including inventory control, business process improvements, material flow, shop floor process improvement and new process development• Mentor line managers and other support teams on the concepts of lean manufacturing• Developed and performed training on a variety of Lean Topics including 5S, Lean Production System, and Standard Operations• Serve as a conduit for sharing best practices between Manufacturing sites• Member of team that won the 2003 TBM Consulting Group Perfect Engine Site Award for Excellence in Lean Implementation • Track the results of continuous improvement activity and share with Larson Organization