Matthew Yoder Email & Phone Number

Battle Creek, MI, US

Lansing, Michigan, United States

Oversaw continuous improvement program in two facilities that specialized in the printing of labels, cartons and tags for the pharmaceutical, health/beauty, and garden/floral sector.Implemented and trained staff in Daily Management Systems that supported a balance of tactical/operational goals with strategic initiatives.Assisted management teams to define.

Mason, Michigan, United States

Responsible for leading continuous improvement initiatives and lean development in a food and beverage container manufacturing facility.Utilize data to drive change and provide continuous improvement leadership support to plant's KPI's.Created Gemba walk, Tier Audit and Tier meeting systems to measure the strength of daily management program. Institute.

Michigan, United States

Provided support to eight regional plants to improve KPI"s over safety, quality, production, efficiency and service goals.Created training materials and job instructions for individual plants based on specific requirements.Facilitated problem solving sessions and incorporated use of Root Cause Analysis tools to produce effective countermeasures.Audited.

Kalamazoo, Michigan, United States

Established performance standards that support company guidelines for increased productivity and quality.Developed skill set ranks and individual development plans to minimize shift opening due to absenteeism and turnover. Coached and mentored production teams on lean methodologies.Led internal and external quality departments in problem solving activities.

Albion, Michigan, United States

Fostered change and instill continuous improvement practices in a unionized facility that was not current with lean manufacturing methodologies.Conducted daily audits to resolve discrepancies with work instructions and blueprints used. Results of this effort and enforcement of standard work practices helped keep scrap costs to less than.

Portage, Michigan, United States

Utilized SAP Systems to review scrap, labor, and OEE data to drive improvements and help achieve Non-Material Savings (NMS) goal. Exceeded 2016 NMS goal of $2 million as well as 2017 $3.2 million goal.Coordinated, executed and reported out team shop floor Kaizens.Facilitated Desing Lean Sigma (DLS) events with Program, Design, Mfg., and Engineering.

Battle Creek, Michigan, United States

Created associate training program resulting in $134K in yearly savings in labor cost as well as giving my shift 90% flexibility while surpassing plant goal of 80%.Utilized AIM data entry software to drive efficiencies and scrap levels to meet and exceed KPM for my shift. OEE goal - 85%, actual - 87%. Scrap goal - 6 %, actual. - 3.5%.Initiated Kaizens to.

Fort Wayne, Indiana, United States

Developed Lean training programs based on Gemba Academy workshops that created $230K of continuous improvement savings from workforce suggestions. Utilized Value Stream Mapping (VSM) to drive improvement in OEE, labor, and inventory resulting in saving of $150K.Implemented standard work procedures to reduce die change over time by 40% in the Warm Forge.

Battle Creek, Michigan, United States

Facilitated projects using TPS and PDCA methodology resulting in $400K cost savings to meet plant goals.Created work and quality check instruction to drive down weld scrap from 10% to 3% over 10 months.Reduced labor by 20% by line balancing and elimination of no-value added activities resulting in $175K savings. Developed future state plans for staffing.