Kevin Hildreth Email & Phone Number

Philadelphia, Pa, Us

Manufacturing, Order to Cash, and Procure to Pay for Spin-Off of J&J consumer health Creating as-is personas and journey maps with multiple functions to identify processes and systems for the Johnson and Johnson spin-off. • Discovered over 160 potential unaccounted-for systems and used FMEA to identify spin-off risks and process mapping to identify short- and long-term improvements.

Toronto, Ontario, Ca

Led continuous improvement projects for North America's largest fleet management and financial services company, formerly part of GE Financial. Mentored 10 LSS yellow belt candidates over two years and executed multiple Continuous Improvement projects. Created video and PowerPoint training for employees on lean, problem-solving, and general topics. • Built and led cross-functional team that included ten different departments and implemented standard processes and documents for Sales Lease Back program, which resulted in a reduced number of steps by 75% and process cycle time by an average of 70 to 40 days which enabled Element to generate new business and support clients through new vehicle shortages.• Expanded the company's CI Culture by creating ten training videos that led to streaming training processes across the company, resulting in 98% positive ratings for video views. The number completed trainings grew to over 400 within six months. • Increased Title Management operations capacity to process requests by 25% without additional staffing.

Burlington, Massachusetts, Us

Lead continuous improvement activities for 16 warehouses and sales centers including warehouse, sales and direct store delivery. • Led 10 Kaizen events which improved pick accuracy by 40%, improved focus and sales efficiency while training teams on lean and problem-solving skills and capabilities.• As leader of Region Team, we held over 15 one day improvement events that delivered $500k in merchandise labor savings in first two months towards target of $3mm annually.• Led pilot project to reduce Out of Stocks by 50% and inventory by $500k by analyzing out of stock and sales numbers and using the data to lead Kaizen event to generate and implement multiple actions.

Oak Brook, Illinois, Us

Led a diverse team of over 200 employees focused on building capabilities to safely deliver great products at below-budget labor and waste costs for the world's largest supplier of private-label food products.Direct Reports: 6 Total Team Size: 200Built a foundation of engaging, empowering, and developing teams and achieved:• Trained team on CI tools using Lean/Do strategy that increased Plant uptime over 20% in 4 months and reduced scrap costs due to production errors by 25% • Created new standard work and 5S processes and changed the team's priority from meeting average time to passing quality check the first time, resulting in an average change-over time reduction of 57% and decreased labor hours.

Atlanta, Ga, Us

Supervised 175 employees and directed Union Production Operations to exceed safety, quality, cost, continuous improvement, inventory planning, and employee engagement targets. Developed and implemented constant improvement strategies, including total productive manufacturing and lean manufacturing, and maintained the integrated Management Systems certification for ISO 9001, ISO 22000, OSHAS 18000, and ISO 14000.• Reduced accident rate by 80%, and the number of grievances dropped from an average of 15 to 1 per month. • Increased throughput by 23% and eliminated region backorders while improving OEE to 85%.• Improved production performance and became the #2 ranked plant in the region, reduced labor costs by 10%, lowered scrap dollars by 35%, and enhanced on-time and completion by 25%. • Improved line start-up reduced scrap by 50% and shortened start-up time by 30%. • Implemented TPM, use of standard work, tiered huddles, and visual standards.

Bayport, Minnesota, Us

Stabilized and improved supplier performance by defining and leading strategic improvement programs working with suppliers, planners, operations, engineering, and R&D groups. • Improved On-Time and In-Full performance from 70% to over 95%, increased receiving accuracy, and reduced billing errors in less than four months by creating improvement teams, including suppliers, planners, engineers, and quality, that used Learn/Do to define root causes and develop solutions.• Developed a method to compare key cost drivers to pricing which is used to forecast potential changes in pricing and support documentation in price negotiations

Consistently promoted throughout a 15-year tenure, rising from Senior Manufacturing Operations and Product Development Engineer to Manager of Operations, Supply Chain, and Manufacturing. Directed 50 employees and all manufacturing and supply chain aspects, including generating US sales forecasts. Partnered with global vendors in China, Europe, Mexico, and Japan. • Developed single-use camera development and start-up that became the most prominent product line for the division and the number one private label product for most US grocery, drug, and retailers. • Rebuilt supply chain operations that reduced total inventory by 70%, and obsolete materials by 80%, while maintaining 95% customer service levels. • Built a new S&OP Process for forecasting and production planning that reduced air shipments by 70% and decreased backorders and inventory.

Bachelor Of Science - Industrial Engineering, Industrial Engineering

Black Belt, Lean Six Sigma

Bachelor Of Science - Bs, Industrial Engineering