Scott Stringer Email & Phone Number

Franklin, Ky

Franklin, Ky Based

Utilize many improvement tools like Six-Sigma and error proofing methodology to turn around failing processes to the customer's delight. Sustain process control through a variety of data-driven tools. Point person for customer interaction and support as we improved the quality of the products. Lead the product realization process to put new products into production using advanced product quality planning methodologies. Exceptional quality was the key to getting new business! * Improved product quality by 10X that reduced cost of quality by $740,000 per year. We did this by using many world-class tools and methodologies each suited best for the issue. *Reduced supplier defects by 83% that improved first pass yield and increased productivity by working with the key supplier. We worked together with the supplier on a Six Sigma project to pinpoint the out of control variable that was the root cause of the issue. Lots of good data made this possible! *Implemented error proofing to improve setup accuracy and reduce downtime by downloading welding parameters from a central shop order database directly to the line PLC. Eliminating human error and the time it took to input the numbers from a paper sheet.

U.S., Thailand, China, And Mexico

Championed the development and implementation of the Luvata Production System for the four plants in the division, including Franklin, Kentucky; Monterrey, Mexico; Thailand; and China. This is a key division management role that encompasses CI and QA responsibilities. Mentored individual local plant experts that led the implementation of LPS. *Designed and built a new HVAC tube plant in Monterrey, Mexico to facilitate production of product for local customers that created a strong competitive advantage.*Condensed 4 major manufacturing steps into a lean one-piece flow line that reduced production time from 9 hours to 45 minutes.*Led a focused two-year effort to reduce quality escape level from 10k+ PPM down to zero at the Luvata Franklin, KY site. This resulted in an annual savings of $300k and much-improved customer confidence.

6 North American Locations: Ky, Ct, Ny, Oh, Wi, And Mexico

Introduced Lean Manufacturing in 6 North American locations through 16-week improvement blitzes, one value stream at a time. Led the entire team through their first 16-week value stream improvement. Delivered sustained business benefits to the EBITA level of every plant.*Cost savings improvements include 30% reduction in inventory levels, 15% increase in OEE (Overall Equipment Effectiveness), and a 99% OTIF.*Transformed 5 plants from slow and rigid to fast and flexible which created a substantial competitive advantage and dramatically improve the culture.*Created a network of support between the plants that allowed the sharing of resources for maximum financial and technical benefits.

Managed and streamlined the overall operations of a 24/7–400 person manufacturing facility from batch to lean manufacturing. Demonstrated Lean Manufacturing through kaizen to the facility. Total culture change occurred as teams were coached to see waste and they learned how to systematically reduce and eliminate it.*Created cross-functional value stream leadership teams to eliminate departmental silos and facilitate a focused factory approach. Increased the speed and sustainability of improvements as the teams had complete ownership of their value streams.*Facilitated a plant-wide work schedule change that reduced overtime pay by $1.2 million by going to a 12 hour 4 shift configuration.*Drove the implementation of Performance Management to facilitate productivity increases with no capital dollars invested; annual productivity saving was $758k.*Implemented a web-based Kanban system with customers to facilitate pull production using Datacraft Solutions e-Kanban system; inventory turns increased to 74 after 6 months.*Led the implementation of a complete CMMS (Computerized Maintenance Management System) that increased the effectiveness of maintenance efforts and reduced costs on spares inventories.

Dayton, Ohio Area

Fulfilled the role of the change agent for GEM. Planned and executed the vision and leadership for continuous improvement. Directed teams in value stream mapping process to generate an accurate documentation of the current and future states of several key products.*Implemented Cellular Manufacturing using demand flow techniques.*Facilitated kaizen events to increase productivity in areas from order entry to shipping and invoicing.*Led teams in value stream mapping process to document the current and future states of many key products.*Changed the culture from buyers using MRP to KanBan pull for material acquisition.

Dayton, Ohio

Growtth stands for Get Rid of Waste Through Team Harmony at FNGP. Responsible for facilitating the improvement process through facility kaizen events. Managed both engineering and quality departments.*Managed facility-wide Blitz which included 23 kaizens over an 11 week period that transformed the plant into a leaner focused factory.*Taught facility personnel on the implementation and use of lean manufacturing principles.*Chaired steering committee that provided the vision and direction for the facility's continuous improvement activities.*Rolled out 5S to benefit shop floor organization and reduce setup time.*Worked with Japanese transplant companies in the U.S. to provide Asian products manufactured locally.*Coordinated the team efforts on all product launches through the Advanced Product Quality Planning Process.*Hosted audits that gauge the effectiveness of the facility's QS9000 quality system.