Joseph Ruff Email & Phone Number

Euless, Texas

Responsible for: The implementation of Continuous Improvement (S.T.A.R.T.) within the 5 (five) sites that make-up H.M. Dunn AeroSystems (Euless, Texas; Wichita, Kansas -- machining and assembly facilities; and St. Louis, Missouri); also for the monitoring of all process excellence initiatives using Key Performance Indicators and other metric approaches; developing the strategies and long range planning for Lean Six Sigma implementation; the development of training programs; the establishment and execution of Continuous Improvement training schedules; the development of S.T.A.R.T certification steps (criteria); and also responsible for internal and external communications as it relates to S.T.A.R.T.

Charlotte, Nc

Direction of 25 distribution centers in the United States and Canada; accountable for consolidated budgets exceeding $65 million; responsible for storage and delivery of outdoor products to mass merchants, dealers and distributors; responsible for customer service/customer contacts on issues and inquiries related to warehousing and transportation.

Lawrenceville, Georgia

Director of Logistics and OIP (Operations Integration Planning); Consumer Products Group; Lawrenceville, GA: responsible for the timely, quality and safe distribution of pool, spa, and household products from 14 distribution sites to the customer; the budgeting of, and adherence to a $19 million annual operating budget; the proper storage and handling of goods in all distribution sites ($77 million in inventory); warehouse compliance to International Fire Code (IFC); National Fire Protection Association (NFPA), the International Building Code (IBC), and to all areas having jurisdiction (AHJ); direct communications between demand and supply entities within the company, including any interface/crossover with other business segments or functional organizations; capital budgeting, forecasting and appropriations; the establishment and tracking of Chemtura core KPI’s/operational metrics.

Middlebury, Ct

Corporate Director of Process Excellence and Site Diagnostics; Middlebury, CT: specific accountabilities include the realization of $52 Million in projected savings and benefits for 2006, with a stretch target of $57 million; the achievement of “Copper” (Process Excellence) certification of ALL sites by the end of March 2007, with a stretch goal of December, 2006; administration of the Global Diagnostics Process which employs the use of a specially trained team, and process excellence tools to achieve maximum effectiveness and efficiency within six work steams (energy, process optimization, maintenance systems, organization, operating systems and organization health); the tracking of meaningful Key Performance Indicators (KPI’s) with effective controls and countermeasure process; the facilitation of the monthly site Manufacturing Operations Review Meetings, with business and support team participation;

TBM (TIME BASED MANAGEMENT) CONSULTING GROUP; Durham, North Carolina – A global leader at teaching and implementing operational and business process improvement through the application of time-based management strategies. TBM helps its’ clients achieve: sustained profit and revenue growth; improved quality and reliability; dramatic improvements in efficiency and productivity; new competitive advantages.2004 to 2005 – Senior Management Consultant

Responsible for: the management, recruitment, training and development of all lean personnel within the corporation; the implementation of Continuous Improvement on a global basis through EXCELL (Exide's Customer focused Excellence Lean Leadership System) activities; the monitoring of EXCELL initiatives using Key Performance Indicators and other metric approaches; developing the strategies and long range planning for EXCELL implementation; the development of training programs; the establishment and execution of Continuous Improvement training schedules; the development of EXCELL certification steps (criteria); and also responsible for internal and external communications as it relates to EXCELL.

Batesville, Indiana

1999 to 2001 – Continuous Improvement for New Business Development / HILL-ROM, INC., Batesville, IN:Responsible for the assessment of potential corporate acquisitions and integration activities with the newly acquired companies. This includes the training and development of management and staff in the principles of continuous improvement and the implementation of lean manufacturing processes.

Manchester, Tn

•Reduced end of plant reject rate by 66% via focused kaizen events, process controls, accountability and first pass yield measurements•Reduced customer returns by 50% through: process improvements; the introduction of load / unload audits; and through the development of internal continuous improvement / customer service activities.•Team Leader for the 1998 Japan Study Mission with Shingijutsu, Ltd., and Time Based Management (TBM), Inc.•Implemented: multiple assembly lines to offset the effects of product variability; total productive maintenance to improve operating performance and process capability; paced manufacturing lines to maximize available work time; completed the distribution center and distribution process (RDC) improvements to improve customer satisfaction, while reducing transportation and warehousing costs; completion of “hub & spoke” distribution system.

Manchester, Tn

Responsible for the successful implementation of the Toyota Production System; the training/development of all plant personnel in the Continuous Improvement (CI)/Lean Manufacturing (Lean) philosophy & process; the planning of all CI/ Leaninitiatives (linked toward achievement of strategic objectives); the administration of Value Analysis/Value Engineering (VA/VE) projects.•Achieved a 65% kaizen event participation rate •Over 100,000 square feet of work space within the facility made available for future use, as a result of numerous CI activities which improved process flow, operator efficiency, equipment reliability, & first pass yield, while reducing inventories, work-in-process, & re-work.•Participated in the 1996 Japan Study Mission with Shingijutsu, Ltd., & TBM, Inc.•Averaged nearly $1 million in annual savings resulting from VA/VE projects.•Site leader / coordinator for the TBM / Shingijutsu Public Kaizen Event conducted at the Manchester, TN facility (December, 1997).

Manchester, Tn

Responsibe for the safety administration, quality, financial planning / budget control, production and related engineering functions.•Implemented a just-in-time sewing operation, which reduced the inventory of sewn components by 87%; improved sewing productivity by 30%; and reduced required floor space over 50%.•Initiated/facilitated employee involvement teams within my areas of responsibility to address safety/ergonomics issues •Developed communications centers in my areas of responsibility for the purpose of conveying pertinent safety, quality, cost, and production and delivery information to area associates on a daily basis.•A member of the corporate project team (1996-1998) chartered to develop a number of corporate regional distribution centers (RDC) and for the execution of the “hub and spoke” distribution process at the Manchester, TN facility, for the purpose of lead-time reduction, improved customer service, and cost improvement.

Manchester, Tn

Responsibility for daily, first-shift operations in the assembly departments.