Peter Haney Email & Phone Number

Kirkland, Wa, Us

Kirkland, Wa, Us

London, Gb

Increase the efficiency and effectiveness of Operations through improvement within operational units along with project management, execution, coordination and communication between support and business functions. Collaborate across departments to ensure seamless implementation of systems and structures along with appropriate business process change. Contribute to short and long-term organizational planning and strategy and serve as a knowledge source to support and drive initiatives as a member of the Operations teams contributing to long-term operational excellence

Waltham, Ma, Us

Providing leadership in the areas of Practical Process Improvement and Lean manufacturing at the Santa Clara, CA site. Manage and facilitate continuous improvement projects and Kaizen events to improve productivity and accelerate growth. Provide leadership in the areas of Process Improvement and Lean by; idea generation, chartering projects and Kaizen events, performing training mentoring site teams, and tracking and reporting of savings. Assist in managing the Productivity Funnel process for the site to ensure projects have a clear ownership within the business to drive execution.

San Jose, California, Us

Satellite Beach, Florida, Us

Initiated Continuous Improvement engagement and support through events in Retail and Warehousing. By conducting Kaizen events and auditing actual process performance ensuring that positive change becomes part of the culture.• Assigned a store and given historical data with a vision for improvement.• Worked an aggressive timeline to complete Continuous Improvement in major processing areas and store culture.

Houston, Texas, Us

Initiated a process improvement environment by creating top tier metrics showing trends as a starting point to identify and document areas for improvement.• Developed and maintain a daily dashboard of revenue streams for the VP of Operations. This includes all business lines at four different facilities in two states. Projects continue to be created from this metric. • Identified an opportunity for improvement in our e-ticketing system and presented a proposal to the Senior Leadership Team. The improvement more accurately documented and identified non-productive time.• Initiated daily metrics of trucking operations and identified opportunities for improvement. Reduced in half, the throughput of daily tickets from ticket initiation to customer sign-off: average was 30 days, which was changed to 7 days using process flow maps, pareto analysis and removing waste in the process.• Developed a display board for Logistics/Trucking Operations to show individual operational status of trucks. The board is updated each shift and used to display whether trucks are operational or being repaired.• Created and developed a means for our Logistics/Trucking Dispatchers to track customer requests ensuring all requests for service are completed within the requested timeframe, and jobs are passed on during shift change.

Perform temporary volunteer community service work through local church. Assist with facilities/maintenance tasks.

Implemented continuous and processes improvements to service and cost in mail processing operations. Analyzed, monitored, and standardized work methods and procedures using lean metrics. Trained, lead and communicated technical advice to managers and functional teams on productivity improvement efforts.• Standardized process steps at ‘end of run’ mail processing to document least waste way. There was a 100% variation of time between different teams of employees with many moving parts, processes, inputs, and outputs.• Developed multiple communication paths between departments in separate facilities to ensure rapid process hand-offs took place. Reduced the variation of time from; mail ready to depart and when it left the facility.

Hillsboro, Oregon, Us

Developed and implemented manufacturing processes and equipment through the entire value stream. Improved efficiencies in the manufacturing processes and improved product quality. Directed and lead Manufacturing Engineering activities and assisted the Director of Supply Chain in managing critical suppliers. • Managed a workforce of 40 operations employees; Quality, Manufacturing Engineering, Test and direct labor.• Prioritized work orders and schedules to optimize labor and ensure scheduled delivery dates. Moved personnel and planned department operations in the sequencing of materials, products and processes.• Provided ISO Management oversight as the Management Representative for ISO 9001 & 14001. Successfully passed five ISO audits with zero non-conformities. • Presented company quality metrics in management review every quarter to CEO and his staff.• Reviewed design and purchasing documents for quality requirements and to ensure design cost effectiveness. capacity. • Initiated electronic travelers (eTravelers) for sub-assembly builds and System Test. Electronic travelers retained both build and test data eliminating paper while making it easier to retrieve records.• Updated tool storage locations and floor markings of assembly areas for efficiency and visual management.• Initiated formal lean training with all team leads• Managed a Change Management & Document Control group to synchronize, redesign, and streamline ECR and ECO process. The ECO improvement project was run as a Lean Six Sigma Black Belt project. This achieved an average reduction in ECO throughput of 4 days and eliminated paper document records.• Developed and managed annual multi-departmental capital and operating budgets in excess of $2 million.• Active member of Safety Committee. Proactively performed Safety Walks, PPE and ergonomic assessments.

Hillsboro, Oregon, Us

Developed, lead and implemented quality assurance initiatives. Drove changes to continuously improve business processes and products.• Trained two new ISO auditors and updated the skills of existing auditors. Utilized the Process Approach to internal ISO Auditing. • Updated, condensed & streamlined the ISO 9001 & 14001 documentation and processes. Moved paper based documents and records to electronic storage.• Established a Supplier Quality metric to identify sub-par suppliers. Developed a method to evaluate suppliers. The process included: evaluating suppliers capability at their facility, determining their competencies, clearly communicating expectations, listening to supplier issues and monitoring their performance through a Supplier Scorecard.• Led a mini Six Sigma project with a cross functional group to re-define the Non-Conformance process from when a part was found defective, until it was dispositioned through MRB. A major victory was eliminating ‘on hold’ material awaiting preliminary resolution. Approximate savings of $ 25K material in WIP.• Implemented 5S in Receiving Inspection to improve the flow of material and reduce Inspection time. Set up in-bound commodity lanes and a visual way to prioritize items. • Reduced a bottleneck at Receiving Inspection by creating a process to skip lots of material. Low risk items were sampled at a lower rate, and high risk lots were sampled at a higher rate (i.e. with a history of non-conformance, were hard to make or the Supplier had a difficult time making).• Created a web based means to access calibration database so offsite Field Service offices could update and monitor their devices locally. • Combined Corrective Action and Preventive Action systems into CAPA process to simplify processes. Managed CAPA from both internal and external sources.• Initiated weekly MRB meetings with stakeholders to address defective material and reduce time in queue.

Irving, Texas, Us

Managed, mentored and influenced the quality functions from Receiving Inspection of raw materials and components, through Final Inspection of all machines, and guided the local SPQ process (Supplier and Production Quality). • Motivated, coached and mentored eighteen hourly and salary employees working two shifts at three sites.• Employee engagement from yearly employee survey was 80%• Led Partners in Quality (PIQ) with five dealers which involved: visits to Dealers to get quality feedback, one (1) day resolution to Dealer quality issues, and reviewing quality practices of factory with Dealers.• Initiated and sponsored Kaizen events in PDI (Pre-Delivery Inspection) and PDA (Pre-Delivery Audit): ensured consistency of activities across all products, improved flow, revised procedures, created display boards, created a feedback process for Inspectors to identify the assembly operation that caused a defect for real time feedback, implemented 5S and developed metrics.• Planned a Kaizen for Receiving Inspection: benchmarked best practices from other Caterpillar plants, created a plan and layout to re-arrange area for optimal flow of parts, and selected a CMM with Clean Room.• Reduced the defects per machine of all products from 10 to 6 through root cause corrective action.• Improved the Calibration system: reduced costs by 15% through batching metrology devices through on-site calibration and minimizing vendor base.• Processed PPAP submissions from suppliers, created FMEA’s, APQP control plans and flow charts for parts.• Initiated weekly meetings with Major Stake Holders to assess problems with Discrepant Material Reports (DMR’s) or DMR’s not resolved in a timely manner. Our team was able to close 40% of the 60 outstanding DMR’s within two weeks and closed the remainder within six weeks.• Managed budget of $2 million: capital and expense.

Irving, Texas, Us

Led and transitioned projects involving; MRP transactions, Replenishment Pull, Safety, Ergonomics, Lean Manufacturing, 5S, Just-in-time, one piece flow, Quality, Kaizen events and the Caterpillar Production System across many functional disciplines. Developed, trained, led and managed improvement project teams. Recruited, trained and led project team members. Selected Team Members that would actively participate, intently discuss, contribute, promote and execute project plans. These members included: Shop Floor workers, Production Managers, Engineers and Senior Staff. • Savings Achieved; 2004 – $445K, 2005 – $1.25M, and 2006 – $1.5M• In a three year period, led and transitioned thirteen projects, and trained four Green Belts who became certified.• Led a Value Stream Transformation using the Toyota Production System principles. Presented project results weekly to site management.• Led a Replenishment Pull project that reduced WIP inventory by $ 2M.• Managed capital budget of $980K • Utilized Change Management process to ensure changes occurred more successfully, quicker and less costly.• Facilitated conflict resolution in teams by; clearly establishing ground rules, encouraging diverse points of view, keeping groups focused and making sure action items were planned.• Actively participated with local and other divisional Black Belts to benchmark and replicate best practices.• Performed ‘shop floor’ walks daily. These were primarily 5S and safety related. Attended daily report out in production areas.

Irving, Texas, Us

Managed Manufacturing Engineering activities with the design and manufacture of road maintenance and paving equipment. Directly supported production personnel in resolving technical and production issues, as well as directly interfacing with design engineering with NPI (New Product Introduction). Responsible for plant layout, work cell design, implementing process improvements, make/buy and determining the best flow of information and materials. • Initiated improvements in operations efficiencies that saved $30K of labor.• Coached a Manufacturing Engineering team of six employees; who supported eighty-five production workers on three shifts that supplied parts to seventy mechanics on three assembly lines.• Utilized Activity Based accounting to maintain accurate labor standards and reporting methods.• Achieved BOM (Bill of Material) accuracy of 99.5% and Routing accuracy of 99.8%.• Drove make / buy decisions on fabricated parts.• Researched and evaluated vendors for outsourced components.• Managed budget of $1.5 million; capital and expense. • Managed the implementation of two (2) welding robot stations into production, each saving over 50% labor time. • Significant role in achieving Class 'A' Operational Excellence in Planning & Control from Oliver Wight• Established ergonomic baseline risk for each job function to ensure positive change when implementing manufacturing or process improvements.• Ensured AutoCad layouts of shop floor were up to date to reflect accurate Work Center labor charging.

Identified, and then implemented process and equipment improvements to the manufacture of products at three separate facilities in two different states. Drove facility improvements using process yield data and upgraded product lines to world class. Using knowledge of industry equipment capabilities and in-house manufacturing requirements, led and motivated cross functional teams to upgrade deteriorating equipment, improved efficiencies of operations, improved quality, and developed procedures for new designs:Provided technical welding support, guidance and direction to all production sites. As a corporate engineer, my primary task was to make each site a World Class Manufacturing facility. This activity included: recommending design enhancements, writing specifications, setting up training programs, improving manufacturing productivity, purchasing new equipment, optimizing product flow and providing technical fabrication and tooling recommendations to each facility. Capital equipment projects included; a plasma cutting cell, an integrated welding machine with manipulator using closed-circuit TV viewing, and a real-time radiograph inspection station.• Improved efficiency of manufacturing operations by 40% through design and procedure changes• Improved welding quality from 95% first pass yield to 98% through root cause corrective action• Implemented a real-time, in-line x-ray process that reduced inspection time per unit by 40%• Managed capital equipment of $4M

Bethesda, Md, Us

Principle Welding Engineer on a project of networking all welding stations with state-of-the-art weld controllers. Responsible for specification development, technical evaluation of vendor responses, assessing vendor system design, buy-off at vendor site, and in-house implementation into production. This project utilized data acquisition of welding parameters in an effort to obtain a statistical base line that could be used in lieu of routine process test samples. Provided technical fabrication and tooling support for facility upgrade projects. This entailed: replacing many antiquated manually operated stations with modern equipment, capital forecasting, schedule and budget tracking, specification development, assessing vendor system design, buy-off at vendor site, and in-house implementation into production. Several stations were automated programmable cells, requiring significant process planning changes and detailed operator training classes. In this capacity, my responsibilities included overseeing other engineering related fields: Mechanical, Electrical, and Industrial.Our new equipment could monitor the welding processes with data acquisition utilizing upper and lower control limits. Establishing these limits and monitoring the process real-time reduced the rework and repair on numerous parts and assemblies.

Bethesda, Md, Us

Established weld process monitoring of all welding processes. We maintained a monitor of our process yields using graphs that depicted our trends, including manual welding in all different alloys. This helped us determine when the processes went out of control and when there was a normal process variation specifically on hard to build parts.I was responsible for part programming of a new five axis welding machine. The part programs replaced the manual labor-intensive method of welding parts together. Each part program reduced the labor-intensive technique by at least fifty percent.Due to our high overhead in-house costs, we outsourced many welded parts and assemblies. I provided expertise on a team evaluating our suppliers. This team was comprised of Procurement, Structural Analysis, Quality Assurance and Manufacturing Engineering. We visited many of our suppliers that were having welding fabrication problems. We used a 90/50 rule to assess whether a supplier had enough of the infrastructure and capabilities to produce our parts to our specifications or not. If they had 90% of the ability to produce our parts we would help them the rest of the way. If they had 50% or less of the ability to produce our parts, we would source our parts elsewhere.

Bethesda, Md, Us

Manufacturing Lead Engineer (acting as supervisor) and responsible for seven Welding Engineers supporting three production shifts. Responsible for cost tracking, capital forecasting, budgeting, man-loading estimates and performance reviews. I also presented weekly status to fourth level managementServed as a Producibility Engineer providing input to on-board design of structural weldment drawings for the fabrication and manufacture of the Atlas and Centaur launch vehicle. The responsibilities included: • optimizing designs for shop floor fabrication,• selection of materials,• selection of Welding process methods, • demonstrating equipment capability by welding sample coupons,• developing the process planning and fabrication sequence of parts and assemblies,• identifying tooling and fixture needs.

Bethesda, Md, Us

Provide welding engineering expertise in the fabrication and manufacturing of the Atlas and Centaur launch vehicles. This involved the structural launch vehicle itself and the associated ducting assemblies that fed fuel and propellant to the engines. The responsibilities included: • training and qualifying welders, • specifying equipment for product lines, • writing specifications for manufacturing and inspection, • developing quality control criterion, • designing tooling to facilitate production flow, • developing and implementing structural repairs, • investigating welding related rejects, • determining root core corrective actions, and • implementing process corrections.

Ms, Masters Of Manufacturing Systems Engineering

B.S., Welding Engineering