Phill Eilmann Email & Phone Number

Kirkland, Wa, Us

Lynnwood, Wa

Ensuring customer satisfaction by leading a cross functional team to execute Annual Operating Plan for Safety, Quality, Delivery, Cost, Inventory and Growth of the business and associates.

Greater Tacoma, Wa Area

Tacoma, Wa

• Apply various industrial engineering problem solving and productivity techniques to evaluate the improvement of recommended strategies and programs.• Provide expertise and project management to the implementation of any new business systems for the company.• Gather information to evaluate current work processes in order to determine the flow of work, time requirements, costs, and duration. Engage in special projects as requested.• Develop and continually refine strategies and programs that improve the productivity and efficiency of the various LEAN processes of the company.• Instruct others in continuous process improvements, including the use of various problem solving and productivity techniques such as process mapping and cost time management.• Measure and document progress toward meeting objectives related to LEAN processes and programs. Provide needed oversight and training in the area of continuous improvement as needed.• Maintain strong focus on improvements that increase profit, improve safety, and increase overall customer satisfaction.• Monitor market trends for treating oils and develop long term forecasting and strategic purchases.• Negotiate and manage leasing contracts for production mobile equipment fleet across organization.

Tacoma, Wa.

• Drive implementation of Lean Enterprise projects that are selected by the company’s Strategic Planning process. Areas include Cost Reduction, Quality improvement, Business System Development, and People and Leadership development. Provide Training, Internal Consulting, and maintenance of key timelines and KPI metrics. (Trainings have included 5S, Value Stream Mapping, Kaizen, A-3 Problem Solving, and Root Cause Analysis)• Design, implementation, and management of systems that help the company implement standard business practices for information sharing and financial controls. Such as Capital and Expense Control Systems, Engineering Change Management Systems, New Product Introduction systems, and Maintenance cost control systems.• Key cross functional team member on Product Line Value Stream Teams, Business Process improvement Teams, and People and Leadership Development teams. Act as Operations and Resources representative and advocate on these teams.• Key resource to Managers and Senior Leaders for selected Projects identified for analysis. Provide Cost/Benefit analysis, in order for Senior Management to make informed decisions. • Lead Kaizen events at all facilities to drive continuous improvements by eliminating waste resulting in reduced costs.• Perform Process/Industrial Engineering for all elements of operations at all sites and facilities.

• Directed Aerospace Racks, Fiber Optics, and Shipside production units. Successfully implemented and executed all production plans, while ensuring 100% quality and on time delivery. Managed operations to achieve sales budget, operating profit, cash flow conversion, and scrap reduction goals. Accountable for organization's structure. Identified and justified staffing and capital requirements needed to meet yearly revenue plans. Managed new product introductions. Encouraged staff's professional development. Identified and addressed personnel issues. Followed and improved manufacturing processes while ensuring compliance with all company and legal requirements.• Led monthly Kaizen events throughout all manufacturing areas to drive continuous improvement. Created standard of operations, implemented 5S in numerous areas, and implemented SDQC visual measurements. Continuously improved quality and efficiency month over month.• Managed Seat Cable second shift cable and wire harness assembly. Managed three direct-report production supervisors and 125 indirect assemblers to meet daily production goals while ensuring 100% quality and on time delivery. Drove improvements in efficiency, yields, and scrap. Evaluated company’s lean initiatives, and implemented changes to improve continuous flow, distribution of labor, and WIP reduction. Demonstrated lead time reduction in days by incorporating quality tests and inspections into the flow lines. Drove quality to the source by creating one up one down build an inspect processes with assembler sign-offs. Removed batch build processes and batch quality verification processes. Developed and executed plan for using quality metrics to drive continuous improvement. Tools include GAP charts, corrective action plans, pareto analysis, trend charts, five why’s, and various other analysis tools. Posted metrics for quality and process improvement and customer viewing.

• Directed the Surface Mount Technology and Plated Through-Hole assembly areas of circuit board construction. Managed nine direct-report production supervisors and 200 indirect operators to meet daily production plan while exceeding quality and on-time-to-promise expectations. Established staff goals and responsibilities, developed staff skills and measured them against department's quality, output, and on-time-to-delivery goals. Managed inventory to meet established variance goals and improved quarterly. Accountable for organization's structure. Identified and justified staffing and capital requirements needed to meet yearly revenue plans. Justified and implemented $1,500,000 in SMT lines and $500,000 in progressive assembly lines to meet increased production demands. Created and managed yearly budget of $10,000,000. Managed acquisition, installation, and implementation of all department capital purchases. Managed new product introductions. Encouraged staff's professional development. Identified and addressed personnel issues. Followed and improved manufacturing processes. Directed Equipment Maintenance Technician department and Training department. Developed a total productive maintenance program that included preventive and predictive maintenance. Led Lean Manufacturing initiatives across the entire Manufacturing facility. Led Value Stream Mapping project to drive WIP and Lead Time reductions. Created single piece flow in multiple departments. Led and implemented 5S programs. Continuously improved quality and efficiency year over year. Led teams to reduce downtime relative to machine malfunctions, change-over processes, job set-ups, quality issues, and other areas of waste.