Started manufacturing career in Dayton, Ohio GM before the big recession. I worked my way up to a general supervisor and was involved in a project to change 3 machining Departments to lean. GM called it synchronized production. This was the beginning of my lean journey, and I was a believer from that point on. As a general at GM I was over 7 departments and I was responsible for training and coaching new supervisor. This was something I did well and enjoyed also working and training team members.I then had the opportunity to go to a GE plant and get my six sigma green and black belt which was very interesting. After getting involved with Toyota I spent time in their 3 week training on TPS, then getting to put it into practice as my career changed. The one thing that I have seen as my strong suit is hands on, communication, and training. I also ran plants and did a lot of work with customers. We took this plant from one of the worst suppler list to one of the best working hand in hand with our customer. This was by doing Lean and problem solving and the commitment from leadership. Big Win My last position was a Reginal CI Manager over 6 plants. This company was starting their lean journey from the beginning. I would go into plants with a plan to build the foundation of lean. I enjoyed working with the team members and leadership to build a strong foundation. This was a very hands on job and this division last year was given the most improved division and the CI Director was given the award as best in the company. This was done in just 2 years and we also added CI Engineers to each plant. My job then became Teacher, Coach, and Mentor. I was also responsible as a project Manager installing a new 3.8 million dollar press at one of the plants on time in budget. I was given the task to write a training program for HR, and this was a process for onboarding, training, and retention of team members which I was recognize for doing.One big issues I have run into is failing to train our Leads, Supervisors, and Middle Managers how to be leaders. We promote good workers then fail them, by not training and support them. I have made Training and supporting these Leaders a must to keep a plant winning.
Listed skills include Team Building, Suppliers, Ease, Corrective Actions, and 108 others.
