Michael Johnson Email & Phone Number

Libertyville, IL, US

Libertyville

• Manage the engineering and maintenance departments of a 150,000 sq/ft manufacturing facility. Perform daily support of high speed automated slitting, sealing, and packaging machines to ensure uptime while developing.
• Installed a new $2.3MM Siemens USP sterile water system with CDI technology and $90k stainless steel 316L piping loop while coordinating 4 contractors simultaneously to deliver the project within budget and ahead of.
• Implemented a continuous improvement program for the division using lean tools such as Value Stream Mapping, SMED, Kaizens, and Visual factory resulting in an annual savings of $375,000.
• Increased machine uptime by establishing a Preventive Maintenance program, instituted round table meetings with the operators to identify equipment issues, and established standardized setups for quick job change.
• Ensure compliance with FDA (CFR 210, 211) and ISO14001standards while supporting and develop Standard Operating Procedures (SOPs) for cGMP and documentation.
• Assist quality assurance in executing DQ, IQ, OQ, PQ, validation of equipment and processes by performing, P&IDs and software reviews, improve sampling procedures, enhance residue acceptance criteria, along with.

• Managed and expanded the lean culture for Medline’s Medical Device Procedure Pack division using lean tools such as Value Stream Mapping, Kaizen, and 6S.
• Managed the facility’s continuous improvement program by developing a standard process to execute Kaizens correctly, trained 24 employees on how to lead Kaizens, and supervised the Operator Simple Idea Program which.
• Negotiated required manpower and facilitated monthly Kaizen events at all levels and functions of the organization resulting in an annual savings of $215,000.
• Accomplished cost reduction projects such as; restructuring work loads between departments resulting in an annual savings of $93,000 and verifying that Warehouse picking efficiencies can be increased over 30% using.
• Assisted in the investigation of starting a new medical devices product by researching and determining the operational requirements for new autoclaves, dryers, and ultrasonic cleaner equipment while assisting with.

• Managed a successful 2 year strategic project that was completed on time and on budget resulting in increased sales of $86MM annually.
• Increased the capacity of two existing production lines by 40% and 20% respectively, through reorganizing 25% of a 500,000sq/ft facility and integrating new equipment.
• Evaluated domestic and international locations for the installation of a new $43MM product line by analyzing labor, transportation, construction, broker costs as well as production ramp up time.
• Justified $11.5MM in new equipment using accounting tools including IRR and NPV resulting in a 1.4 year payback period exceeding the company’s expectations by 1 year.
• Negotiated project resource requirements from various operational functions to complete the project on time and on budget.
• Implemented Green and alternative energy initiatives which reduced overhead energy and water cost by $240K. Identified a state incentive program that reimbursed the company $72K by updating equipment with new efficient.

• Developed a lean culture for three plants employing 530 people using lean tools such as Value Stream Mapping, Kaizen, SMED, 6S, and TPM.
• Mentored 30 individuals to achieve Greenbelt certification through completing projects that resulted in annual savings of $9MM. Taught DMAIC methodology and lean concepts in 12 separate week-long domestic and.
• Facilitated monthly Kaizen TPM events at multiple locations concentrated on cycle time reduction and productivity improvements resulting in sustained annual savings of $800,000 and a increase in 20% machine uptime.
• Decreased WIP by $725,000 and reduced the internal defect rate from 317,300 to 158,650 PPM through establishment of Visual Factory Practices and Visual Operation Procedures.

• Responsible for trouble shooting and daily production support of two large manufacturing lines while implementing new processes and technology.
• Prevented shutdown of 7 product lines by working onsite at an outside supplier negotiating the expediting of critical parts. Assisted in improving their routing and quality processes.
• Reduced supported areas’ safety incident rate from 3.85 to 1.35 and lost time accidents from 1.11 to 0.37 in a 2.5 year period using FMEA methods and ergonomic surveys.
• Held design for manufacturability reviews for new products focusing on TQM, ease of assembly, fixture/tooling limitations, and smooth integration into existing product lines.
• Led the conversion from batch to cellular manufacturing which resulted in $275,000 in WIP reduction, 30% in product lead time reduction, and 10% increase in on time delivery.

A two year rotational program intended to develop professional managers through educational workshops and four six-month assignments in two divisions. Roles included Production Supervisor, Manufacturing Engineer, Sales Engineer, and Materials Engineer.