Trey Swanson Email & Phone Number

Omaha, NE, US

Responsible for global supply chain for 3M Automotive Aftermarkets Division abrasive products. Responsible to ensure key business objectives are achieved relating to quality, service, cost and safety. Worked closely with international and domestic 3M manufacturing locations as well as key suppliers to identify and drive continuous improvement projects.

• Identify and lead projects supporting 3M Personal Safety Division powered respirators and welding protective equipment ($100 million business). Projects include new product scale-up and launch, quality improvement.
• Covid response- Scaled manufacturing volumes from 900/month to 900 per day for PAPR assembly and 900/month to 1800/day for TR300 kits. Developed new equipment requirements, process flow, cell layout, material.
• Lead multiple NPI product launches establishing incoming release, process and final product release requirements as well as coordinating business, quality, supply chain, packaging aspects of these efforts.
• Drive development of improved manufacturing equipment to match needs of growing business. These improvements globally replicated at sister sites.
• Develop Extended Value Stream Maps for key P&SA and Welding products lines
• Lead global welding quality bi-monthly meetings

Omaha, Nebraska, United States

• Responsible for wall to Implementation and continual reinforcement of Lean Management System (LMS) to drive a top to bottom culture of engaged problem solvers. Implementation of LMS tools including: Production Status.
• Establishment of process and practice for strategic planning through Hoshin Kanri and Value Stream Mapping (VSM). Lead VSM events with each major value stream in the plant. Assist division MOMs in development of.
• Facilitate healthy “Kaizen rhythm” across the plant. Increased kaizen completions from an average of 50 to 93 in 2014. Provide teaching and coaching in using LMS tools to better ensure kaizen established improvements.
• Challenge plant leadership and entire organization in perpetual dissatisfaction with current state, clearly teaching and defining opportunities to improve and developing plans to achieve next target level
• Network with other Plant Lean Leaders and Lean SME's outside of the plant

• Lead effort to scale up transfer of Peltor Passive Hearing production into Valley plant
• Lead Peltor Automation project including development of concept, business justification, gaining division leadership buy-in, equipment selection, design, fabrication and installation. Estimated project savings of $1.5MM.
• Lead project development and justification for 6000 cover and cartridge internalization. Estimated annual savings $735k.
• Lead Peltor Foam Alternate Supply project. Annual savings $555k.
• Lead Primary Package Cost Reduction project. Annual savings $295k.

• Lean Six Sigma (LSS) Black Belt for Automotive Division (AT), Attachment Systems, Acrylic Foam Focus Factory(AFFF). Responsible for leading efforts to meet AT division LSS targets for Knoxville location. Specifics.
• 2008 winner of Automotive Division Individual Spirit of Achievement award (one award in division)
• Black Belt Projects include:- Converting Productivity Lean Implementation- 36% productivity increase, $430,000 savings, multiple kaizen events, standard work, production status boards, layered audits, operator.

Ames, Iowa, United States

• Responsible for four production departments and warehouse (47 hourly employees). Responsibilities include:- Ensuring and leading safety compliance and improvement- Making staffing assignments to meet service needs.
• Lean implementation and sustaining efforts including:- Creation of Value Stream Maps (VSMs) and weekly VSM management meetings- Kaizen events for optimized changeover and work standardization- Assist in production loop.

Ames, Iowa, United States

• Process engineering responsibility for four different production departments including Abrasive sheet converting, Automated retail packaging, Brushlon making and converting, AML4 making/micro replication line
• Green Belt project leader for 14 projects covering yield (5), productivity (6), new product development (2), and plant to plant transfer of production (2). Total savings $1.0MM
• Established practice of providing management team annual opportunity analysis of each department.
• Identified and addressed multiple safety improvement opportunities

Columbia, Missouri, United States

• Acted as manufacturing lead for new cover coat curing technology ($1,000,000 project) including development, installation, process definition and qualification.
• Responsible for BART Automated Optical Inspection (AOI) process used for the inspection of flex circuitry. Developed and qualified new inspection capability. Plant lead for major equipment upgrades. Team member for two.
• Responsible for manual inspection processes for Hard Disk Drive Ground Plane circuitry. Lead green belt project that improved productivity at manual inspection by 40%. $200,000 annual savings.