Keith Batson Email & Phone Number

Greenville, South Carolina, Us

Leverages the organization's business goals into appropriate maintenance, reliability and life cycle goals that support and contribute to the facility business results.Leads the team of process engineers and automation technicians to maintain and improve plant processes and equipment.Accountable for the right stock of spare parts in the plant to guarantee a proper preventive program and quick response in case of failures. Ensures high quality execution of maintenance, leading preventive/predictive engineers, tool crib, and facilities.Leads the execution of key capital investment projects for the plant.Reaches mutually beneficial agreement with all supported operating departments on required capacity specifications, ideally in terms of Overall Equipment Effectiveness (OEE).Facilitates good environmental, health and safety performance.Ensures continuous improvement in terms of maintenance expense and throughput through an effective use and integration of information technologies and other methodologies.Drive for OEE improvements: Poly 78% to 80.3%; PF 63% to 67%PM Compliance from 24% to 77%Supply Room Cycle Count: Poly 80% to 96%; PF 81% to 84%Currently working through Maximo data to define & improve upon MTTR and MTBF. Defined BAEs and TAEs for all equipment, PM plans in Maximo. Continuous Improvement Savings in FY21 $914k.Engineering projects include: Bring in outsourced product for significant savings; scrap reduction; productivity improvements; safety improvements (safety cage interlocks, light curtains, platforms).

Builds justification and requests capital funds for new equipment/improved processes. Leads team to document and meet customer’s expectations, while addressing safety, environmental, quality, cost and delivery metrics. Created manufacturing sign off documentation, which has become best business practice within battery components division. Supports manufacturing with team of process/automation engineers and continuous improvement black belts. Lead $3M capital project for additional manufacturing space, warehouse reorganization, tool room/locker room expansion and additional assembly table. Facilitated capital project to develop new mold for cover with tractor terminal, resulting in 25% improvement in cycle time. Renovated 2-cavity work cell, replacing 350 ton IMM with 500 ton, installed cover stacker, and safety cage for increased capacity. Installed assembly table to meet PMV demand, working with several vendors while meeting safety & environmental regulations. Lead team to address OE concerns of illegible warning labels on vent caps. Project resulted in 100% inspection with vision system. Converted three container work cells to produce PMV lids. Work cells were 100% automated, saving JCI $1.6M in potential outsource costs. Achieved Six Sigma Greenbelt Certification with this project. Lead project to reduce scrap reprocessing from 3rd party source to internal process with grinder, saving JCI nearly $750k per year.

Established & maintained gage calibration system. Created CAD files for custom gages. Created and facilitated cross function team to discuss upcoming new products and product changes. Instrumental in achieving 45% improvement in customer complaints over 3 year period Lead efforts to maintain ISO 9001 registration. Trained internal auditors. Completed Green Belt training.

Monitored quality trends for internal/external PPM. Reported metrics & action plans to staff. Assured that all manufactured products met in-process and final specifications for release. This included analyzing rejects for failure modes and implementing corrective action. Participated in MRB. Managed daily activities of Quality department personnel - 9 associates Maintained safe and healthful working conditions. Enforced safety rules and regulations. Conducted quarterly safety inspections & reported findings to the Director of Operations. Decreased warranty returns by 11% over prior year. Modified cylinder assembly process, decreasing internal reject rate from 20% to 0%. Improved supplier reject rate by 25% through supplier audits, process reviews, and corrective action program.

Instrumental in obtaining ISO 9001:2000 Certification Conducted management reviews in accordance to ISO requirements

Monitored overall quality trends and progress of the company quality goals. Reported findings to president and staff. Interacted with domestic and international customers regarding quality issues. Initiated and implemented effective corrective action for customer complaints. Maintained ISO 9001:2000 certification. Provided support to manufacturing to improve product/process quality utilizing Six Sigma and Kaizen. Supported development and manufacturing of new products. Recommended and/or designed required gauging for new products. Released engineering and manufacturing documentation according to ISO standards and company quality procedures. Familiar with tolerance loop analysis, FMEAs, and Design for Six Sigma. Process improvement project utilizing six sigma methodologies reduced internal defects from 64,000 PPM to 14,000 PPM. Six Sigma project improved process capabilities of cnc lathes from 1.2 Cpk to 2.2 Cpk.

Responsible for continuous process improvement of various manufacturing processes. Provided support to manufacturing in an effort to improve productivity and quality. Completed several quality improvement / cost reduction projects utilizing cnc equipment to replace out of date machinery. $50,000 per year savings by replacing two grinding operations with one CNC lathe. $150,000 per year cost reduction for thread grinding application by way of process optimization and grinding wheel evaluations. Engineered new product for leading medical customer to reduce their lead time from 18 days to immediate use.

Bachelor Of Science Degree, Electrical Engineering

Associate Of Science Degree