Michael Yip Email & Phone Number

Bedford, Nova Scotia, Canada

Halifax, Nova Scotia, Canada

Bridgewater, Nova Scotia, Canada

Accountable for achieving scrap and right-the-first-time customer yield rates. I perform analysis on lack of yield and changes in yield rates over daily, monthly, and yearly time frames. I identified and scoped problems for myself along with the operations and maintenance teams to collaboratively resolveEmployed numerous tools including: visual standards, shop floor observation, and layered process audits to ensure compliance to the verifications required in the control plan based on the workshop FMEAPerformed technical process studies to monitor process conditions as well as to help identify causes of deviations. I employed standard methods in addition to novel techniques I developed for advanced troubleshooting and to identify avenues for progress Animation of the Quality Panel for the tire building business unit within Michelin's 'Managing Daily Progress' visual management process. I performed analysis and identified areas that were opportune for progress. I developed visual indicators to drive progress in the identified areas and I engaged the operations and maintenance team to create and implement action plans for progress and to sustain results Team member of of a capital project team that implemented an $8M project to increase capability of the tire building workshop. My role on the team was to analyze process changes, forecast their impact on current process FMEA and Control Plan, and to implement action plans to mitigate customer and yield risks

Bridgewater, Nova Scotia, Canada

I lead a team consisting of as many as 32 non-union hourly paid employees and contractors. I was responsible for achieving and advancing all business unit indicators including those in the Safety, Quality, Delivery and Cost domains. Key achievements: - Reduction of WIP inventory from 34k to 5k - Delivered work hours reduction of approximately 20% from 2014 levels - Managed overhead budget to deliver savings of 18% against the target - Absence rate consistently better than departmental averages - Received highest engagement survey results of a production business unit for the facility in 2016 - One OSHA incident since December 2014. OSHA rate was 1.50 and better than target of 2.0 - Developed, issued, and implemented over 9 significant process changesI used my IE training on a number of occasions to identify opportunities for product flow improvements and to implement changes. Recently I've worked on studying product flow bottlenecking across conveyor and sorting systems, I completed cycle time analysis and helped the team eliminate flow obstructing my business unit.I lead weekly strategic planning for the workshop that balanced production needs with maintenance plan requirements, quality requirements as well as developmental work needsI am a member of a capital project team that brought a $2M project to my workshop. My role on that team was to ensure that operational aspects of the project were optimized and realized including safety documentation, work method development, and training.I both facilitate and participate in problem solving techniques with cross-functional teams to troubleshoot problems using standard-based solutions to eliminate problems.

Bridgewater, Ns

I held two major responsibilities: development and maintenance of the work standards and analysis of productivity and cost indicators for the work shopI completed five studies in the various workshop using various tools including: human time studies, ergonomic studies, material flow studies, and machine cycle studiesAchievements from my studies include:- Increased production standards from standardized machine setup- Installation of hoist to eliminate ergonomic risk from lifting- Project realization to eliminate need to reprocess packaging- Identified opportunities to reduce necessary staffing by 20%- Realized improved confection cycle time of 3%- Mapped out product flow between confection and the TV. Identified opportunities for flow optimizationI complied and communicated study results to stakeholders including shop management to develop action plans devised to close identified gaps. I then worked with the workshop to monitor and validate improvements against the planI worked closely with workshop management advising them on performance against KOIs, opportunities for improvement, and progress actions. I was responsible for analysis of future need and resource requirements based on projected future loading. In this I reported out and advised shop management on avenues of progress to reduce identified gaps. As a component of this I was able to identify opportunities for capital projects and develop justification documentationI participated in networks of peers from other facilities to advance and improve approaches to performance measurement and comparison

Fort Frances Division