BSME, Lean Sensei Professional, with more than 20 years of senior-level Lean cultural transformational experience in establishing strategic operational plans, developing an implementing continuous process improvements, and utilizing Toyota Production System Principles that consistently exceeded performance metric targets for industry leading organizations such as: Magna Powertrain USA, Novartis Consumer Health and General Motors Corporation.Experience includes, serving as Global Director Lean Manufacturing for Magna Powertrain USA in Troy, Michigan, with responsibility for leading Lean Manufacturing Deployment across 8 manufacturing facilities located in the U.S., Mexico, Austria, Germany, China and Korea that accomplished the following 3 items: 1) Developed a global manufacturing footprint analysis for a driveline systems group; 2) Improved die casting shop (8 presses) OEE from 58% to 65%; and 3) Created 4 model machining cells that increased labor efficiency 35% with high volume shaft machining cell reducing lead-time from 4 days to 90 minutes.
Lean Solutions For Business
-
President And OwnerLean Solutions For BusinessDetroit, Mi, Us
-
President/OwnerLean Solutions For Business 2016 - Present
-
Global Director- Woodbridge Production SystemThe Woodbridge Group 2018 - 2021Mississauga, On, CaGlobal Director – Woodbridge Production System – Responsible for the development and deployment of the company’s lean manufacturing strategy for the 56 manufacturing facilities in the US, Canada, Mexico, South America and Asia Regions. >Provided on-site coaching and mentoring of the lean manufacturing managers to communize the knowledge and their effectiveness to improve both the manufacturing and administrative processes resulting in $4.2M USD cost savings. -
Regional Continuous Improvement LeaderGestamp North America 2017 - 2017Troy, Michigan, UsScope of duties consists of the ongoing development of a comprehensive Lean manufacturing deployment strategy across 9 U.S. manufacturing facilities that included leading cost reduction shop floor based activities that focused on reducing labor costs.> Optimized layout of new Greenfield facility designed to improve direct labor requirements by 45%, material-handling labor by 10%, and material route travel by 16.1% (5.7 km/day). As a result of layout, direct labor productivity increased from 3.49 units/man-hour to 6.29 units/man-hour. -
Plant ManagerMagna International 2015 - 2016Aurora, Ontario, CaPrimary duties focused on managing safety, quality, delivery and cost in a 3-shift operating facility with $325 million in annual sales. Oversaw major facility modifications, new assembly line, new CD Welder, tooling and process changes required for the new Audi Quattro Ultra System launch.> Received plant recognition by General Motors for providing outstanding quality (3.2 ppm) and 100% on-time delivery in 2015 (less than 10% of suppliers met this criteria). Additionally, supported all key EH&S initiatives with the plant realizing and outstanding safety record of 572 days without an OSHA lost time accident and 552 days without a recordable injury. -
Global Director Lean Manufacturing - Driveline SystemsMagna International 2012 - 2015Aurora, Ontario, CaResponsible for developing and executing global lean manufacturing implementation strategy in eight manufacturing facilities located in the US, Mexico, Austria, Germany, China and Korea > China Plant Startup: Entrusted by senior management with implementing TWI methodology for a Magna Powertrain plant startup in China that reduced the new employee on-boarding time from 104 hours to 56 Hours (46% reduction). Subsequently, launched 4 major programs (new plant, 2 new products, and recruited new team members) with 100% on-time delivery, Zero Customer Quality Complaints.> EU Operational Performance Improvement: Led and facilitated a wide-array of shop floor improvement activities in aluminum die casting, precision machining, heat treat and assembly operations for Magna Powertrain, which delivered an annualized € 3,045,000 labor savings, one-time inventory cost savings of €920,018 and improved operating efficiencies ranging between 13% – 60%.
-
Lean Sensei - Pharmaceutical ManufacturingNovartis Consumer Health 2010 - 2012Basel, Baselstadt, ChResponsibilities included deploying Toyota Production System (TPS) principles, continuous improvement and training activities that included standardizing work, problem solving, autonomous maintenance and value stream management at the site.> Played a key role in leading a deployment of standardized work, problem solving, autonomous maintenance, SMED and value stream management at the site. Consequently, achieved a 26% improvement in packaging line OEE, with a reduction of changeover times between 32%-70%, and $2.51 million in material and labor savings in 2011.> Enterprise Value Stream Mapping: Received a 'Novartis Global Manufacturing & Supply Chain Excellence Award' for facilitating a global Extended Enterprise Value Stream Mapping workshop designed to dramatically improve the business case for the export of a new product to Russia. Consequently, realized $147,300 USD one-time inventory cost savings coupled with an annualized $248,200 USD logistic and warehousing cost savings. -
Director - Lean Manufacturing - North AmericaMagna International 2007 - 2010Aurora, Ontario, CaCharged with spearheading the Magna Powertrain global lean manufacturing implementation strategy. Established model lines in 6 facilities to deepen understanding for management on TPS philosophy and implementation of sustainable improvements.> Led a wide-array of shop floor process improvement workshops that improved labor efficiencies in 10 facilities, which generated annualized savings $5.69 million.
-
Various Roles Of Increasing ResponsibilitiesGeneral Motors 1976 - 2007Detroit, Michigan, UsGeneral Motors Service Parts Operations, Engineering Manager-Lean Warehousing, Grand Blanc, Michigan (2004 to 2007)General Motors Lean Business Solutions, Director-Midwest Operations, Fremont, California (2002-2004)General Motors Manufacturing Engineering, Manufacturing Engineering Manager, Warren, Michigan (2001-2002)New United Motor Manufacturing Inc (NUMMI), Senior Manufacturing Advisor, Fremont, California (1998-2001)General Motors Product Engineering, Product Engineering Manager, Oshawa, Ontario Canada (1995 to 1998)General Motors Vehicle Assembly Engineering, Advanced Manufacturing Engineer, Warren, Michigan (1988-1995)General Motors Detroit/Hamtramck Assembly Center, Senior Manufacturing Engineer, Detroit, Michigan (1984-1988)General Motor Cadillac Motor Car Division, Maintenance Supervisor, Detroit, Michigan (1983-1984); Facilities Engineer (1982-1983); Project Engineer (1981-1982); Cooperative College Student (1976-1981)
Raymond Kubo Education Details
-
Kettering UniversityProcess Engineering -
Center For Creative LeadershipLeadership Development Program
Frequently Asked Questions about Raymond Kubo
What company does Raymond Kubo work for?
Raymond Kubo works for Lean Solutions For Business
What is Raymond Kubo's role at the current company?
Raymond Kubo's current role is President and Owner.
What schools did Raymond Kubo attend?
Raymond Kubo attended Kettering University, Center For Creative Leadership.
Free Chrome Extension
Find emails, phones & company data instantly
Aero Online
Your AI prospecting assistant
Select data to include:
0 records × $0.02 per record
Download 750 million emails and 100 million phone numbers
Access emails and phone numbers of over 750 million business users. Instantly download verified profiles using 20+ filters, including location, job title, company, function, and industry.
Start your free trial