Josh Wilson Email & Phone Number

Cambridge, Oh, Us

Cambridge, Ohio, United States

Smyrna, Tennessee, United States

Dynamic Project Manager specialized in manufacturing execution system implementations, offering a unique blend of technical expertise and business acumen. Leveraging a rich manufacturing background, I excel in building and nurturing partnerships, effectively speaking the language of manufacturing companies to foster trust and collaboration. Adept at business development, I actively engage in initial stages of customer relationships, laying the groundwork for successful, long-term partnerships. Internally, I drive operational excellence, championing agile methodologies to enhance our ways of working. Committed to talent development, I identify and nurture team members’ aptitudes, fostering a culture of growth and continuous learning. My diverse responsibilities highlight a commitment to collaborative success, ensuring projects are not only efficiently managed but also contribute to the broader goals of organizational growth and team empowerment.

Morrisville, North Carolina, United States

Experienced Director of Service Delivery with a proven track record in leading cross-functional teams to deliver exceptional customer service and support. Skilled in managing large-scale projects, enhancing operational processes, and implementing innovative solutions to drive efficiency and customer satisfaction. Committed to fostering a culture of continuous improvement and collaboration.

Morrisville, North Carolina, United States

Morrisville, North Carolina, United States

Rutherfordton, North Carolina, United States

In my role, I led the charge in adopting lean manufacturing and inventory management strategies, notably through the introduction of level pull systems across both commercial and aerospace sectors. This initiative markedly reduced inventory levels while ensuring a seamless production flow, drawing on best practices from my previous experiences to boost operational efficiency and minimize waste. I also introduced ‘earned hours’ as a pivotal operational metric, aligning operator performance with manufacturing benchmarks, thereby enhancing cost accuracy and empowering staff. My efforts extended to navigating regulatory frameworks, especially in aerospace and government-contracted areas, where I successfully negotiated with the US government to eliminate superfluous processes, improving safety and operational efficiency. Furthermore, I harnessed SAP integration with analytics tools to automate reporting and foster data-driven decisions. By implementing an andon system and centralizing command centers, I optimized resource management and problem-solving processes. My contributions to process development significantly improved the manufacturing of critical parts, leading to enhanced quality, production rates, and safety across the board.

Asheboro, North Carolina, United States

In my role, I significantly contributed to SAP integration with manufacturing systems, including the development of an Oracle PL/SQL-based standard cost model. This model became essential for setting production rate goals directly on the shop floor. I was instrumental in creating scheduling tools that minimized changeover times and maximized throughput through algorithmic rules derived from supervisory experience and industry best practices.My leadership in lean transformation initiatives was marked by the digital overhaul of lean reporting processes. I developed tools that enabled zone leaders to automatically generate weekly A3 reports, thereby enhancing the effectiveness of leadership gembawalks. By implementing a kanban withdrawal system specifically for heat treat operations, I optimized product mix, reducing post-processing downtime and significantly boosting overall equipment effectiveness (OEE) by 17%, largely due to a 40% increase in machine availability. I also led extensive Lean training for zone leaders, supervisors, and manufacturing technicians, leveraging my strong relationships on the shop floor to facilitate effective change management.On capital equipment projects, I managed significant initiatives including machine rebuilds and new equipment acquisitions, delivering cost justifications and payback analyses that exceeded expectations. Notably, I achieved a payback period of 6 months on projects estimated at 8 months by re-evaluating consumable tools to enhance throughput.In process development, I introduced an innovative manufacturing process, transferred from R&D, that dramatically increased margins on complex parts. This enabled our plant to exclusively meet all demand for a specific part number at less than half the production cost compared to other facilities. I conducted extensive trials to ensure quality and operational ease, making strategic use of existing equipment to optimize performance.

Asheboro, North Carolina, United States

In my early leadership role, I managed operational metrics for a production crew in the plant’s front-end operations, including processes such as raw material forming and machining, despite being relatively new to these processes. My approach focused on collaboration and learning from the team, which contributed to improving output and quality metrics and introducing safety initiatives. This was a team effort, and I was fortunate to work with a crew that was open to trying new methods and working together towards common goals.During the difficult times of the Great Recession, I was tasked with making challenging decisions regarding layoffs, balancing performance and seniority to ensure fairness. I aimed to handle this process with as much transparency and respect as possible, understanding the impact on team members. My approach was to document and manage performance carefully, hoping to contribute to a fair and clear process during an undoubtedly challenging period for everyone involved.

Asheboro, North Carolina, United States

I initiated the development of a predictive analytics model utilizing Oracle SQL and ICAD, aiming to improve manufacturing accuracy and minimize waste. This model was designed to forecast changes in product dimensions, thereby enhancing production efficiency and reducing material overuse.Additionally, I oversaw an automation project to streamline the outsourcing of green turning operations. This project involved the automatic creation of technical drawings for suppliers, facilitating a smoother transition and maintaining uninterrupted production flow. The focus was on optimizing communication and process integration with external partners to ensure consistency and quality in production outcomes.

Canton, Ohio, United States

I led the effort in integrating engineering systems following a corporate acquisition, focusing on boosting operational efficiency and enhancing data management across both corporate and manufacturing spheres. This initiative aimed at creating a seamless information flow and optimizing system utilization to support business operations more effectively.In addition, I played a key role in initiating and participating in the Software Development Life Cycle (SDLC) for engineering systems. This involvement was geared towards improving the software’s functionality and operational efficiency, ensuring that the engineering systems were not only more reliable but also better aligned with the organization’s workflow and objectives.