Kent Putman Email & Phone Number

Kansas City, Mo, Us

Lee'S Summit, Mo, Us

Detroit, Michigan, Us

Richmond, Virgina, Us

Oversee Grandview, MO manufacturing facility and lead lean transformation.

Milwaukee, Wi, Us

Plymouth, Michigan, Us

I was responsible for managing 12 salaried and 390 hourly employees working in tier 1 seat production for the Ford 150 for a leading automotive seating manufacturer. In order to improve production levels and efficiency, I introduced lean manufacturing techniques and championed Visual Factory concepts. I developed and implemented shop floor KPI metrics covering Safety, Quality, Delivery, Cost, and People and instituted daily review of these metrics. I am proud to have led my area to the first 30-day no OSHA records in 12 months. I also improved our daily scrap cost by 37% in the first 90 days by instituting daily scrap walks.

Milwaukee, Wi, Us

As Special Projects Manager, I also concurrently acted as Interim Fabrication Area Manager (10/2016-11/2016) and as Interim Paint Area Manager (6/2016-10/2016). I took responsibility for leading the 2016 seasonal surge and two-shift split for the entire facility. I also researched and integrated a 3rd party labor provider in the surge and two shift split to reduce on-going costs, for which I introduced a 3rd Party Logistics (3PL) quality improvement plans – this resulted in a reduction from 23.11 CPH to 15.1 average CHP in 60 day and reduced 3PL production downtime by 41 minutes per day. I managed staff adjustments in response to volume changes. I also led my team to develop and launch a new SAP ERP and Scheduling solution in the paint shop with zero impact to the assembly schedule.

Milwaukee, Wi, Us

Using my knowledge and skills in Human Resources, I acted as site COE and Collective Bargaining Agreement (CBA) administrator for the site. I was the single point-of-contact for labor/employee relations and resolved many issue and incident investigations. I developed and maintained the labor grievance process with two onsite bargaining unit local leaders, and successfully presented and awarded tow labor arbitration cases. I also collaborated with Operations to adjust staffing to meet HPU targets. I was responsible for recruiting and determining compensation levels for salaried employees, and drove salaried performance, development, and merit planning and review execution. By implementing a revised labor plan, I reduced 89 full-time hourly employees and carried out 75 subsequent internal moves in three weeks. I also added 221 employees as of January 2016 for the 2016 seasonal surge.

Milwaukee, Wi, Us

I managed 21 salaried and 179 hourly employees tasked with delivering heavy weight motorcycles on two assembly lines. I introduced lean manufacturing principles and tools producing improvements in Safety, Quality, Delivery, Cost, People, and Sustainability performance metrics, reviewed on a daily basis. I rolled out 45 new team leader positions for assembly and on-boarded 50 surge casuals in three weeks achieving zero safety incidents. My efforts enabled the achievement of world class warranty performance of 7.8 RPH to the goal of 8.7 RPH.

Milwaukee, Wi, Us

I led an effort to develop and deliver a Cultural Transformation Rollout for a new Harley Davidson operating system by coordinating outside consultants and HD internal resources. I performed in a key role for the implementation of standardized shop floor performance structure that supported and bolstered manufacturing operating system principles. I developed a communications plan including monthly reports on projects given to the executive steering committee. I also planned and implemented a lean operating system in collaboration with General Management and outside consultants. Finally, I met all the project milestone goals for the implementation of a new collective bargaining agreement and operating system.

Milwaukee, Wi, Us

I was responsible for the management of 92-103 hourly and 10-15 engineering staff working on three shifts. I motivated my team to outperform targets for Lost Time and OSHA Recordables. To improve plant security, I designed and implemented automated cell safe entry procedures. By restructuring operations, implemented scorecards, and improving process improvements I reduced monthly overtime by 42%. In recognition of my Human Resources expertise, I was designated as the management representative for labor negotiations, and prepared contract language for job bidding, overtime processing, and safety.

Milwaukee, Wi, Us

I was responsible for meeting quality, cost, and timing objectives for an $18M assembly operation, leading 185 hourly and 4 salary direct reports across two shifts. I achieved a 30-day volume reduction resulting in the idling of the third shift operation. I collaborated with plant leadership to develop a training plan enabling full employment of all resources during volume reduction. I also partnered with a co-lead to reach High Performance Work Objectives (HPWO).

Milwaukee, Wi, Us

I created an alignment of Process Failure Mode Effects and Analysis (PFMEA) to Design Failure Mode Effects and Analysis (DFMEA). I met quality costs and timing objectives by virtue of introducing continuous improvement of processes. I developed, implemented, and maintained error-proofing for the assembly process (AVIS) and managed all warranty, first run, and conditions per each 100 improvements. I designed and implemented a third shift operation.

Milwaukee, Wi, Us

I partnered with all levels of the assembly process area to institute programs for continuous improvement of people, processes, and product. I also worked with Purchasing Engineers and NWGs to address supplier issues affecting product quality. I provided warranty data to the KC facility and developed actions targeted to reduce claims in the field.