Jay Hampton Email & Phone Number

Reno, Nevada, United States

Grand Prairie, Texas, United States

• Tremec Launch Manager (Project Manager) Directing equipment design and installation for 8 lines and 6 testers. For both for and GM new model launch. Equipment buy off in Germany and installation in Mexico. Built clean room facility and services. Manage project daily and support issues. Project team includes Engineering, Maintenance, Quality, Production, Production control and HR. Defined ramp up to full production.• Tremec Lean Manager. Implemented BIQs for GM from none and all reds to all 31 greens and 2 yellows. In 14 months. Training, Planning and implementation. Over 1000 different activities to track and implement. In 6 different plants. From SW to Problems solving to HR by HR including 17 lean tools.• Maintenance leader improved MTBF from 2 days to 9 days. MTTR from 9 hours to less than 1. • Reduced contract Labor from 780 to 12 • Project leader for new Transmission launch in Mexico and Belgium. Still in process: 65 Million USD. New design, New lines and new buildings. 100 million for 2 customers. First--on time and 2 million under budget; Second--2 months early and 15 million under budget.• Improved forging output from 41% to over 90% for 14 straight months• Led 135 Kaizen workshops in Plant. Savings of 16.9 million USD.

North America And International

Currently working in Avtovaz Toletti Russia largest auto plant in the World. Leading the drive for Improvement in Stamping and Chassis. Have completed 14 Blitz Kaizens. Using VSM to define the changes needed. Average improvements 70% in SMED events and 55% in productivity. Design and Implement the first TPM program for this company. We have 80% of the plant TPM implemented. Teaching the process and Taking PM tasks to TPM tasks. Freeing up maintenance time by 25%. Worked in mine operations for one of the largest Borax mines in the world. Truck shop maintenance turnaround time improved from 12+ hours to 4 hours. Shipping department, worked on layout and thru put. Improved thru put from 350 containers per week to over 500. Set up supermarket and defined all forklift routes. Redeployment in 25% of the work force. 66 to 48 people. Primary process set up TPM systems, Improved the PM systems improved OEE from 57% to 83%

Shanghai City, China

Responsible for all China operations for Lean, Engineering, Quality and Safety. Duties in Poultry, Swine Building construction and equipment installation. Tasked to improve building time from 2 weeks per building to 5 days per building. Set up Lean construction process and quality guidelines for all activities. Developed a civil engineering and Product engineering team. Started a field quality team with daily site quality inspections and reporting. Started the field quality team to ensure that the quality is what the customer is expecting. Our business in China Tripled in 2012 and have developed improved cycle times (70%), Rework process.

Usa, Mexico, South Africa, Australia

Process improvement Responsible for all plants world wide. Material, Quality and Operations. We have a staff that goes to any or all of our 100 Plants world wide. Annual savings 2011, 35 Million USD. My team works in all aspects of plant operations. Out team consists of all ex Toyota people to support immediate change and improvement. Can work anywhere in the plant from Planning to maintenance to logistics internal and external.We also will go and right size the operations to support the orders. We are like a fix it team. Immediate results are expected. Work with the operator to the corporate staff. Expectations are to fix whatever is wrong. From equipment to material to staffing. All work is plant floor driven. Go and see is our Motto. We work on New equipment acquisitions and installation. Design and build layout to support smooth operations. I also work in the moving of existing assets to other locations. Including planning and installation.

Location Yuzhno-Sakhalinsk Russia

Lean Logistics coordinator/Planner, In charge of moving the biggest land base oil rig with over 3000 loads. I was located in Sakhalin Island Russia. In charge of all logistic activities. I was planning all the daily moves for oversize loads and standard loads. We are moving 20-355 daily loads. Working to reduce and consolidate daily loads to move earlier. Using lean tools to optimize Loading unloading and actual loads. Teaching riggers how to load safety and proper loading to reduce loads. Teaching all staff the lean improvement process. Working on improving the process to improve truck optimization by 50%. Set up process to follow Kaizen Event process. Had 5 events during the move process. Improved loading and unloading time by 45%. Set up team by right sizing work force by setting standard work and rebalancing the work. Redeployed 15 or work force for savings of 5.5 Mil annually.

North America

My duties include Lean Manufacturing workshops weekly at different customers. 1 week Kaizen format at each customer. Include 1 day training and 4 day workshops. Completed over 150 Kaizen workshops for a total reduction of 45% floor space, improved productivity by 50%, improved machine up time by 40%, Quality Improvements over 40%. Results are average and they vary. Average Savings/Avoidances 350K per event. Right size of work force by 35% event average. Cost saving of 200K per event by redeployment of work force. Always did rebalance in all Kaizen events to support new Standard work. Have worked in most industries from High Tech to small suppliers. Banking to Medical. Conduct Business Process improvement events. New Product Design and PM/TPM and Changeover Kaizen workshops. 6 Sigma Black Belt Trained Worked 45 weeks per year leading various Kaizens. Saved over 16 Mil USD annually from Kaizen workshops

Wroclaw Poland

My duties include Lean Manufacturing roll out. Plant Operations. Implement regular Kaizen Workshops. Introduce the Lean enterprise. With Lean activities to our Supplier’s and Customers. Develop and introduce the WABCO Production System. Implement Lean tools on the Plant floor. Day-to-day operations. Completed 40 Kaizen workshops for a total reduction 45% floor space, improved productivity by 90%, improved machine up time by 40%, Improved Plant Inventory turns from 8 to 27. Quality Improvements from 81-93% FTQ, Rightsizing was 25% work force reduction with saving of 2 Million annually. Rebalanced line and saved headcount of 75 people in plant. Developed the WABCO production system Had Lean workshop with 30 of our biggest Suppliers and Customers to support their improvement needs. Help them develop their lean improvement plans. 6 Sigma Black Belt Trained

Shanghai City, China

Operations Manufacturing Manager for GM joint venture manufacturing facility in Liuzhou, China. My duties were Complete operations for all manufacturing shops. Including 2 General Assembly’s, Paint Shop, 2 Body Shops and 2 Press Shops. We produce low cost minivan and car. Made goal of 180,000 vehicles in 2003. 210,000 in 2004 with reduction in Manpower by 30% and reduction in Overtime. Implemented the weekly Kaizen process by year 2 had over 100 events with savings of 16 Mill annually. Redeployed 255 Team leaders in plant and replaced them by right sizing work force within 3 months by freeing up 350 People. Raised First Time Quality from 44% to 82% in 2003. Increase Thru Put Efficiency from 65% to 87%. Implement plant wide Score Card system for all of manufacturing. 3 levels, Plant, Shop and Team. I had 17 direct reports, 125 Group leaders and 1745 Team Members ( All Chinese Nationals Implemented Lean Manufacturing/GMS on the Plant floor with Cost savings of 7.7 Million USD for 2003

Rayong, Thailand

Maintenance Manager in charge with bringing up a new car plant in Rayong, Thailand, from 0 cars per hour to 17 cars per hour, with a staff of 150 Thai nationals. The focus group is the maintenance program, with overlapping duties to instruct and train the engineering group and production management forces, including warehouse responsibility. Process evaluation and rebalancing processes. Material flow and over indirect material responsibility. Implement PM and TPM systems. Set up proper quality control systems. Equipment design and installation with Lean processes in mind. Put equipment backup plans in place. Implement a downtime-tracking system for all equipment and processes. Hire and train all Maintenance Managers on roles and responsibilities. Show the Thai nationals how the Toyota Production System works and what it can sustain. Work to set up processes that Thai nationals can take over after extensive training and systems that can sustain themselves. Implemented the Kaizen process and had 100% of the work force in a event within the first year. With savings of over 4 Mil. Redeployed 250 team member for the Isuzu truck new model launch without hiring new member. Working on implementing various lean manufacturing tools on plant floor with sustainment as the goal. 2 new models’ pilot launch Team Member. Alpha Romeo and ISUZU truck new model projects.