Sam Frazier Email & Phone Number

Xenia, Oh, Us

Reading, Pennsylvania, United States

Dayton, Ohio Area

NEXT LEVEL Partners®, LLC (NLP) capabilities and proven methods will help you drive accelerated business performance resulting in sustainable competitive advantage - and continuing growth in revenue, profit, and cash flow. We are original architects and practitioners of one of the most successful and respected business operating environments, the Danaher Business System (DBS). Our leadership team has decades of collective expertise driving superior shareholder value creation. Our team of lean / sigma practitioners is unmatched in real-world experience and success implementing Toyota Production System and Six Sigma methods enterprise-wide.

Huber Heights, Ohio

Enginetics (parent company is Standex) provides superior manufacturing solutions to the world’s major aircraft engine manufacturers, airframe builders, system integrator and their Tier1 suppliers, applying solutions in both commercial and military applications. As Vice President of Operations, Sam spearheaded the company's Operational Excellence system. OpEx activities include:- EH&S Best Practices of 6S (5S + Safety) and Job Safety Analysis/Risk Assessments- Daily/Visual Management- GEMBA Walks and Leadership Accountability Boad- Key Performance Indicators (SQDC)- Standard Work- Increased Velocity and Waste Reduction- Value Stream Mapping and Transactional Process Mapping- First Pass Yield and Cost of Quality- RCCM utilizing 8-Discipline Problem Solving Methodology- Execution of annual Roadmap / Transformation Plan- Employee Engagement - Annual Lean Assessments

Greater Minneapolis-St. Paul Area

Responsible for Lean implementation across 13 manufacturing sites, driving strategy deployment, providing Lean training and expertise; striving to position and sustain the company as a world-class leader in Lean transformation.Created and administered a process for transformation planning and tracking across the business unit, resulting in non-material cost savings of $16MM (2011) and $18MM (2012). Developed a savings funnel process to ensure targets are achieved despite business fluctuation.As a result, Pentair Technical Products is recognized as the leader in lean transformation across all business units, and achieved 3 of the 4 highest annual Lean Assessment scores. Pentair’s CEO recognized this business unit for their lean efforts in productivity that resulted in record ROS (Return on Sales) in 2012. 1st Pentair business unit to pursue and successfully receive 2012 Shingo Prize Silver Medallion (only 3 companies were recipients in 2012 worldwide).

India

Introduced and led lean system to manufacturing plants producing optical fiber and fiber-optic cable. Introduced TPM to restore equipment; utilized value-stream maps to reduce lead times and inventory; introduced pull system with markets and kanban; introduced recycling of plastic bobbins between plants with $450,000 annual savings.

Reynosa Area, Mexico

Promoted to manage Lean / Continuous Improvement efforts across five hardware and equipment plants in Texas, North Carolina, Arizona, Mexico, and Dominican Republic. Introduced Lean principles and initial training at numerous sites and divisions worldwide, including manufacturers of LCD glass, optical fiber production, ceramics, catalytic converters, connector equipment, and scientific instruments.• $24 million annual savings achieved in 2007 and $31.4 million in 2008 by developing, deploying, and driving Lean Strategic Plan for five global manufacturing sites.• $730,000 savings realized from Lean Six Sigma effort to remedy inefficient shipping process causing high levels of customer complaints by implementing balanced one-piece flow, increasing shipping capacity 60%, reducing WIP 82%, and decreasing lead times from 21.4 to 5.4 hours.• Adapted DMAIC methodology to add rigor to keep Lean transformation projects on track, which increased project capacity and annual savings by 25%.• Created Lean simulation workshop using Lego’s to demonstrate benefits of line balancing and one-piece flow; $43 million in productivity savings in 2007 and 2008 directly resulted from implementing these two Lean tools.• Co-founded corporate Lean Council to provide strategic direction, priorities, and resources across the organization. Deployed on-line training website covering basic and intermediate Lean tools, certification requirements, attendance tracking, and test score retention.• Initiated annual Lean Network Conferences for Lean leaders and practitioners to network, communicate, and share best practices; published quarterly organization newsletter with success stories, articles, reviews, and event notices. Activated Lean leader network across nine countries..

Bachelor Of Science, Mechanical Engineering

Magna Cum Laude

High School, Magna Cum Laude

Magna Cum Laude