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CONTINUOUS IMPROVEMENT (KAIZEN) TRANSFORMATIONA LEADERLeader of Continuous Improvement with over 20 years of experience creating and executing the physical transformation to Lean and developing a culture of kaizen in multiple locations. Directed and trained over 1,700 cross-functional kaizen teams on the production floor and in administrative areas driving process improvement across the entire business. Complimentary background in finance as a Controller and as a Certified Management Accountant ensures that lean projects generate an exceptional ROILEADERSHIPMentoring Cross-Functional Kaizen TeamsStrategy Deployment and Cascading GoalsProject ManagementMulti-Site Cultural TransformationPerformance Tracking and CountermeasuresCurrent State versus Future State AnalysisCost Control and Budgetary ComplianceTraining and Applying Lean TechnologiesTECHNICALInventory Pull Systems and Synchronous FlowSet Up Reduction (SMED)Work Station Design for Ergonomics and EfficiencyKaizen MethodologyVisual FactoryLean Six Sigma Quality ImprovementsDesign for Lean and the Voice of the CustomerTotal Productive Maintenance (TPM) and Overall Equipment Effectiveness (OEE)
Hayward Industries, Inc.
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Global Manager Of Continuous ImprovementHayward Industries, Inc. Feb 2014 - PresentPomona, California, United StatesIn 2014, my role role at Hayward was expanded to drive the effectiveness of the Lean (kaizen) programs in four US manufacturing plants, and our facilities in Wuxi, China and Lyon, France. In that role I: * Introduced the concepts of Lean Strategy Deployment (Hoshin Kanri) and DMAIC problem solving to all plants with savings of $5 million of savings in COGS annually worldwide. * Refocused the lean programs across each facility to drive organizational culture change. This culture change improved our overall understanding of lean concepts, helped sustain the gains resulting from kaizen projects and increased our willingness to change. * Led a strategic project to standardize the training modules we used to teach lean across the globe resulting in consistent practices and processes implementing lean. * Further expanded our organizational knowledge base in lean when I created and led global lean conferences. These conferences provided a forum to learn about the latest trends in lean and share best practices. * Developed common metrics across all the plants to drive ownership and accountability leading to best practices and performance excellence
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Manager Of Continuous Improvement, Pomona PlantHayward Industries, Inc. May 1998 - Feb 2014Pomona, California, United StatesIn 1999, I was asked to implement a new manufacturing philosophy based on the Toyota Production System, known as lean manufacturing. In that role, I developed the training material and began to lead cross-functional kaizen teams to improve costs, reduce defects, improve on-time delivery and improve safety and ergonomics. * Reduced WIP inventory by $4.1 million (88%) and increased turns to 180 by implementing a "pull" system (kanban) of material replenishment and eliminated essentially all subassemblies * Led projects reducing and/or eliminating non-value-added across the entire facility driving significant productivity improvements. Production levels increased about 50% while headcount increased only 8%. * Led the reduction of setup time on injection molding machines by 79% through mold/machine standardization, process improvements, work balancing and shifting of task sequences * Leveraged Lean technologies to drive 95% sustainment in assembly areas resulting from real-time production monitoring, daily gemba walks, an new suggestion system and the implementation of total productive maintenance (TPM) and OEE metrics * Leadership led to culture change as evidenced by 92% of the workforce participating in at least 4 days of kazien each year and generating over 100 kaizen suggestions per month.
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Plant ControllerHayward Industries, Inc. May 1998 - Sep 1999Pomona, California, United StatesFrom 1998 through the end of 1999, I was responsible for calculating the plant's COGS , variance analysis for the facility, analyzing capital expenditure requests, physical inventory reconciliation and the accuracy of product unit costs. * Established and maintained monthly financial and non-financial metrics to identify opportunities for improvement while also driving more timely course correction of issues * Developed a capital request process to formalize and standardize ROI calculations which ensured that investment decisions were made objectively and delivered the appropriate payback. * Championed significant project reconciling the fixed assets schedule with the physical items throughout the facility improve asset security and calculate depreciation expense more accurately
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Corporate ControllerPerrin Manufacturing Inc May 1993 - May 1998City Of Industry, California, United StatesI was responsible for all financial functions including monthly and annual financial statements AR, AP, multi-state sales tax returns, banking and insurance relationships, procurement and product costing * Led the transition from a manual based accounting and purchasing system to a new ERP system dramatically reducing time to close and improving transactional accuracy * Integrated the administrative functions of a Tool and Die acquisition reducing overall G&A expense by eliminating redundant activities and streamlining various processes * Developed monthly key indicators that monitored production performance and drive improvement initiatives toward the projects with the greatest ROI -
Accounting ManagerPlastiflex Dec 1990 - May 1993Buena Park, California, United StatesResponsible for product costing, AP, AR, inventory control and monthly financial statements -
Customer Service Manager, Cost AccountantPanel Concepts Llp Sep 1983 - 1989Santa Ana, California, United States* Five years as Customer Service Manager managing a staff of nine CSRs who convert customer floorplans into sales orders, handles customer complaints and product inquiries * One year as Cost Accountant establishing product costing and providing customer quotes for new and custom products
Thomas Henderson Skills
Thomas Henderson Education Details
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La Veta, Macpherson, El Modena
Frequently Asked Questions about Thomas Henderson
What company does Thomas Henderson work for?
Thomas Henderson works for Hayward Industries, Inc.
What is Thomas Henderson's role at the current company?
Thomas Henderson's current role is Manager of Continuous Improvement, Pomona Plant at Hayward Industries, Inc..
What is Thomas Henderson's email address?
Thomas Henderson's email address is th****@****net.com
What is Thomas Henderson's direct phone number?
Thomas Henderson's direct phone number is (888) 429*****
What schools did Thomas Henderson attend?
Thomas Henderson attended California State University-Fullerton - College Of Business And Economics, University Of California, Irvine, La Veta, Macpherson, El Modena.
What are some of Thomas Henderson's interests?
Thomas Henderson has interest in Volunteer Search And Rescue Technician.
What skills is Thomas Henderson known for?
Thomas Henderson has skills like Lean Manufacturing, Kaizen, Manufacturing, Kanban, Continuous Improvement, Value Stream Mapping, Process Improvement, Root Cause Analysis, Smed, 5s, Purchasing, Dmaic.
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Thomas Henderson
Business Development Manager @ Rakuten | Driving Sales GrowthAustin, Texas Metropolitan Area4gmail.com, jebcommerce.com, upsellit.com, rakutenadvertising.com -
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