Joseph Baumgartner Email & Phone Number

Bi-Lingual English/Spanish; Maquiladora Manufacturing Management & Operations; Coach, Mentor, Teacher - OpEx, Lean/Continuous Improvement; Engineering, Quality & Materials ExpertiseProject: Distribution Center Layout & Material Flow - San Antonio, TX Receiving Material, Identification w/Date Codes Categorization for FIFO Storage Material Pull & Staging for Shipment Inventory Control Project: Building Prep & Lease Termination, Coahuila, Mexico Documents Review Municipal Compliance Updates "Land Use Permit" Building & Grounds Preparation: Phase I Environmental Review PROFEPA "Abandono el Sitio" Inspection Coordinate Utilities Disconnect & KVA Transfer Liquidation Office Furniture

New Albany, Ohio, Us

Plant Start-Up / RenovationProduct Transfer & LaunchPLEX ImplementationProduction Suspension / Plant Shut-DownProduct, Materials & Equipment Transfer

Direct operations in the manufacturing of quality seating for recreational, industrial and commercial application.

Direct start-up of a new Maquiladora operation and transfer of product lines.Design material flow and department lay-out.Develop and implement environmental, health and safety systems.Develop and implement quality system.Develop and implement lean manufacturing systems.Develop and implement production systems.Develop and implement HR systems.Coordinate transfer and installation of operating equipment.

Lean implementation and methods development for small food industry start-up. Product development and standardization of methods for improved efficiencies and materials control. Implementing visual controls, kan ban and 5S. Daily management metrics developed to track key performance indicators.

Responsible for implementation of Alcoa Business System Operational Excellence objectives: incorporate lean methodology to resolve manufacturing issues; lead special projects; develop lean professionals; coach plant leadership and improvement teams.Key Accomplishments Include:Designed assembly plant material flow from receiving to point-of-use establishing inventory control and accuracy; reducing stock-outs, premium freight, overtime and E&O.Initiated A3 methodology at operations level; cascaded to plants' departments aligning strategic needs to kaizen activities for sustainable cost reductions and operations improvements.Incorporated lean methods/tools for value stream and work station layouts and established connections between process enhancing productivity and quality in numerous plants; regalanced operations through wast elimination (16%-18% staffing reductions); incorporated daily management to track key indicators, identify and solve specific flow path/department problems.

Responsible for manufacturing operations of two plants with diverse OEM and tier customer base. Operations generated $145 million annual sales volume with 2,227 associates. Model plant used to showcase company manufacturing systems. Accountable for EHS, customs and regulatory compliance; meet cost, quality and delivery objectives; maintain ISO14001, TS16949 and MMOG certifications.Key Accomplishments Include:EHS Chairman's Award; Zero environmental incidents, Zero lost work days, 0.00 TRIR.Developed sustainable plant leadership team generating consistent positive net margins.Increased cutting OEE from 35% TO 62% through SMED, autonomous maintenance and standardized work to meet increased capacity requirements.Transitioned plant for diverse customer, compressed timing program launches. Developed standardized launch process for engineering,k materials, production and quality departments. Successfully launched 10 new programs, average 4 months from master sample to SOP.

Responsible for manufactur4ing operations for OEM and tier customer base. Operations generated $72 million annual sales with 1,343 associates. Model plant used to showcase company manufacturing systems. Accountable for EHS; customs and regulatory compliance; meet cost, quality and delivery objectives; maintain ISO14001, TS16949 and MMOG certifications.Key Accomplishments Include:Successfully launche non-core products on multiple programs; standardizing material specification to reduce complexity and leverage purchasing power; utilizing fundamental capabilities that positioned company to enter niche markets.Established a lean manufacturing culture that reduced the cost of manufacturing from 28% to 16% through leadership and operator engagement in continuous improvement activities.Implemented suggestion program; trained supervisors and team leaders in problem solving = $5.7 million savings over 5 years; assembly efficiency improved from 62% to 93%; $/FTE improved 47% from $195 to $286/person/'day; quality NcPM reduced from 474 to 71; PPM reduced from 59 to 10.

Responsible for manufacturing operations with direction to quality, engineering, material and maintenance departments. Coordinated with design engineering and customer service for program launches and change control. Launched five major programs. Staffing grew from 600 to 1800 associates with annual sales volume increases from $80 million to $360 million between 1992 and 1997.

Achievement Report Submission Process, Criteria For Submission To The Shingo Prize For Operations Excellence

Six Sigma Green Belt Certification, Six Sigma

Special Auditor, Auditor For Abs Operational Excellence Self-Assessment Tool

Alcoa Business System, Toyota Production System