Peter Haney Email & Phone Number

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..

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.

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.
• 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.
• 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.
• 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.
• 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.

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.
• 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.
• 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.

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.
• 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.
• 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.

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.
• 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

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.
• 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.

• 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.
• 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.

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.

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.
• 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,

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.
• 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,

Ms, Masters Of Manufacturing Systems Engineering

B.S., Welding Engineering