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, address and resolve quality disruptions and ensure customer service is maintained. Work with laboratory and business teams to develop manufacturing technologies and strategies to new products can be produced at costs that meet business targets.

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, cost reduction• 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 management processes for multi-site effort. • 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• Lead Valley Warranty & Repair team, help assist with resolving customer complaints, escalate top quality issues, lead resolution of top quality issues

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 Boards, Daily Accountability Boards, Daily Accountability Process, Tier Review Meetings, Standard Work for Leaders, Visual Controls and Layered Process Audits. Lead training and implementation workshops for each organization in the plant. Providing continual coaching toward effective execution via regular gemba walks, coaching and audits.• 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 extended VSMs. Provided teaching and coaching of improvement plan development and execution.• 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 are sustained. • 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 include leading high value black belt projects, managing efforts to fill green belt project hopper, develop and maintain value stream improvement plan, coaching Green Belts to successful completion of projects and assisting in dissolving roadblocks when necessary. •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 engagement efforts including crew meeting presentations, floor coverage, break room posters, milestone attainment rewards and celebrations- AFFF Yield Improvement- 12% waste reduction, $228,000 savings, detailed waste by cause analysis, gaining operator engagement efforts, 3 weeks of 24 hour production floor coverage to observe, coach and train best practices for waste reduction- Box Labeling Efficiency- $100,000 labor savings - Adhesive Coat Weight Reduction- $600,000 material savings by driving PPU efforts to correlate coat weight to final product performance reducing coat weight by 50% without affecting final performance. - AFFF Value Stream Inventory Reduction- Tasked with reducing multi-facility acrylic foam value stream inventory by 30% by end of 2009. Achieved this target by May ’09. Detailed value stream analysis, generation of critical projects to achieve reduction goal, tracking and leading projects to reach goal- Knoxville AT Division Indirect Spend Reduction- 30% Indirect spend reduction. Detailed Division spend analysis. Identification of key savings opportunities. Generation of critical projects to reach goal.

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- Driving high productivity and quality work practices - Development of employee performance management process• 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 creation and management- Tugger/Kanban supply delivery system implementation

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 Six Sigma projects with $840,000 savings• 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.