John Stevenson Email & Phone Number

In the short time at Cardinal, I have worked a variety of projects.The first assignment was centered in the Regulatory and Quality department. It was a quick learning to understand products, the quality assurance process, and the change management software within 2 weeks of starting. I specifically re-created finished goods and work-in-process Device History Record forms for the manufacturing floor.On the next project, I jumped in midway through a "world class maintenance" implementation. I quickly learned the implementation tools and Maximo software. I specifically led a preventive maintenance optimization effort, created conditioned based monitoring route, ultraprobe software configuration, and KPI tracking.Now, I am settled into traditional continuous improvement projects focused on OEE gains. All projects have focused on downtime reduction including long and short stops. Early results are good with improvement of 5% in OEE.

As a PSbyM practitioner, I lead clients through the journey of implementing a new manufacturing operating systems. First, I lead a practitioner team to evaluate initial conditions. Based on their expressed goals and discoveries, I recommend the best approach to improve performance and change the culture. Working with the plant leaders, the recommendations are shaped to an implementation plan which includes method, timing, and expected results.The implementation plan will include any of the basic Total Productive Maintenance (TPM) pillars. With each pillar supported by a team, I help sites choose pillar team leaders and members based on key characteristics and behaviors that will improve likelihood for success. Next, I teach teams how to most effectively implement their pillar. The teaching combines standard TPM practice, best practice, and practical hints and watch-outs. Not only do I teach the tactical actions, but also the behaviors that will lead to a cultural change. I build the teams to thrive over the long term. When the basic teaching winds down, I coach, guide, and advise teams. Coaching is the most important part of my work with the teams. As a coach, I help teams self-discover better ways to implement their pillars and encourage change. My preferred method of coaching is with leading questions. Appropriate, well-timed questions that lead to specific action are the heart of my coaching technique. Questioning encourages thinking and deliberation to determine their own path forward. In parallel with coaching, I mentor team leaders to better lead their teams. Drawing from my own experience, I offer leadership techniques and methods to help them achieve their team performance goals. Mentorship is an opportunity for me to develop future plant leaders and help people achieve their personal goals.In summary, I teach, coach, and mentor teams through a journey of improving performance and cultural change.

Montgomery, Alabama Area

My generic job responsibilities were directed toward supporting lean manufacturing operations in safety, quality, delivery and cost (SQDC) for the Ceiling Systems product line. This included a mixture of project work and daily resolution of problems on the assembly line. Daily production problems centered around downtime from test equipment or manufactured part quality. As a first responder to these type of problems, quick resolution back to a running condition was critical. After implementing an immediate resolution, the repetitive issues were elevated to a project effort in order to provide a permanent solution to the problem. We used an 8 Step Problem Solving process to do this. Quite often assembly line problems led to minor improvements in product design. Through direct operator feedback or personal observation, formal engineering design changes were implemented.With much time on the shop floor, I frequently initiated changes that supported on-going strategic efforts to reduce product lead time and cell cycle time. Using the 8 waste categories, I made the following improvements:- Reduced electrical test time by 60%.- Minimized time to de-trash purchased parts.- Set bin sizes to minimize WIP and out of stock downtime.- Reduced test equipment downtime by 10%.- Configured cells to reduce part transportation, minimize operator movement, and part accessibility.- Created sub-assembly quality checks during final assembly process.In addition, I supported the plant's 5S implementation. I audited work cells suggesting ways for operators to improve their 5S scores.With the exciting growth of the plant, I was part of new product development teams. As the manufacturing representative I evaluated all parts and assemblies. The evaluation included determining in-house machining capabilities, assigning the part to machining centers, and determining the ease of manufacturability. In addition, I helped determine product flow through the plant.

Columbus, Georgia Area

Taking a risk and changing from the paper to banking industries was the most challenging and rewarding move of my career. It was an opportunity to start, from scratch, a new process improvement department. Little did I know that the results of my small team would be critical during the economic troubles experienced by Synovus. Listed are some highlights:Developed and implemented a comprehensive strategy of process improvement for the Deposit and Loan Operations divisions. Performed organizational readiness and capability analysis. Recommended process improvement approach based on lean and plan, do, check, act (PDCA) that involved all team members. Designed and wrote training material. Delivered training to over 500 operators and managers. Recommended and implemented accountability system, change management process, and sustainability plan. Led the divisions to achieve a $3,000,000 financial impact over a four-year period.Reduced loan processing cycle time by 15%. Created data collection system, measuring key customer service metrics including on time delivery, cycle time, and error rate. Identified most common errors submitted by lenders to operations, and created mistake-proof forms. Based on time study analysis, recommended combining process steps.Reduced ATM cash replenishment costs by 10%. Created analysis tools that determined residual amounts, customer demand profiles, and probability of running out of cash. Performed what-if analysis for proposed load schedules, and potential customer impact.Led process improvement teams that reduced clearing costs by $150,000; reduced collections cost by $200,000 per year.Created and maintained division balanced scorecard dashboard. Determined critical measurements in customer satisfaction, service delivery, financial management, employee satisfaction, and process performance.

Six Sigma Project Manager- Six Sigma trainer. Trained, guided and advised black belts for internal certification - Identified operational and supply chain savings opportunities $500,000 in wood procurement and wood yard area $375,000 paper machine product transition waste $200,000 raw material reduction - Led and advised many teams on project scoping, problem statement creation, project definition, project success metrics, cause and effect, and process mapping - Advised teams on mistake proofing, waste reduction, and 5S

Process Control Engineer - Designed and implemented many controls process improvements on paper machine - Improved operator situational awareness and response with graphics design and alarm rationalization - Designed and implemented controls on major installation projects on paper machine and coating plant - Optimized hardware performance through self-diagnosis and logic consolidation - Day-to-day responsibility for DCS and PLC in a 24/7 operationBailey Infi-90 DCS; Fisher Delta-V; Allen Bradley PLC

Designed electrical, hydraulic, and pneumatic elements of high speed discrete manufacturing machines for a tier one automobile supplier.Reduced cycle time on assembly line.

Modeled satellite propagation, missile flight, and radar performance.Prepared and presented classified briefings and technical documents.

Analyzed and optimized data and voice communication networks.Tested 46, 115, and 230 kV substation equipment.

Mba, Business Administration

Bsee, Electrical Engineering