John Huber Email & Phone Number

Sylmar, California

Arleta, Ca

Arleta, Ca

Arleta, Ca

Afs-Sylmar (Valley-Todeco)

I am currently acting as a consultant to the Aerospace Fastener Industry. I am helping clients to become more efficient, while reducing costs and improving quality.

Plant Manager, Greer Stop Nut (SPS) – Nashville,TNGreer Stop Nut is a division of SPS and does $20 million in industrial self-lock nut sales volume.o Managed 115 hourly employees through 5 managers over 3 shiftso Increased overall plant productivity 2% each year by improving the lowest performers and maximizing machine/person ratios.o Decreased variable cost by 4% each year by reducing overtime, utilizing temporary labor and a continuous focus on tool cost reductions.o Reduced WIP Inventory by over 40% managing the constraints. Making sure they never stopped running or ran out of work. Staffed the constraints to run 24/7, through breaks and lunches. Tool kitted all set-ups and standardized tooling to reduce change over times. o Increased overall 6S score by 50% in two years by establishing standards, assigning responsibilities and verifying conditions weekly. o Reduced set-up time in automatic screw machine department from 6 hours to 3 hours through the application of lean manufacturing (Kaizen) principles. Tool kitting was established. Best practices were defined and a new set-up sequence was developed, documented and implemented. o Reduced set-up time in slotting department from 6 hours to 1.5 hours through the application of lean manufacturing principles as noted above.o Reduced Lost Time Accidents by increasing safety training and heightening hazard awareness.

o Managed 330 hourly employees through 5 managers over 3 shifts.o Responsible for $160 million in annual aerospace sales production. o Increased throughput by creating eight product focused flow cells using lean techniques. Takt times (Maximum time allowed to produce a part that meets customer demand) were calculated. Product-Quantity analyses were completed. Part Flows were diagramed. Operator travel diagrams (Spaghetti Diagrams), Standard Work Combination Sheets, Standard Work Charts, Percent Loading Charts, Process Capacity Analysis and Skills Matrixes were all developed during the process of creating these flow cells. Visual Controls such as Andon lights, Area Performance Boards and Tool Shadow Boards were added to each cell. TPM (Total Productive Maintenance) sheets were developed and implemented for each piece of equipment in the cell. o Consistently exceeded productivity targets by increasing machine/man ratios. This was achieved through the modernization of many departments. Manually operated machines were replaced with automated machines or manufacturing robots whenever possible. o Decreased variable cost through improvements in tooling and reduction in the labor requiredo Reduced WIP Inventory by implementing pull systems (Kanban) into the flow cellso Reduced Lost Time Accidents by increasing safety training and heightening awareness

o Standardized the manufacture of four product families which resulted in a 75% reduction in order processing time and a 60% reduction in tooling cost.o Facilitated the creation and implementation of four flow cells which resulted in over 300% reduction in labor cost and the reduction of the number of operations from thirteen to one. o Developed manufacturing logic for four product families and used it to develop Excel spreadsheets that could be used to generate dimensional requirements the component parts and the associated tooling.

Mba, Finance

I attained my MBA at night while working full time and graduauted with a 3.40 GPA. I also have my BS in Mechanical Engineering.

Met, Engineering