Continuous Improvement Manager - Manufacturing Resume Search
Continuous Improvement Manager - Manufacturing Resume Search
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Continuous Improvement Manager Resume

Desired Industry: Manufacturing SpiderID: 51956
Desired Job Location: Dallas, Texas Date Posted: 6/20/2011
Type of Position: Full-Time Permanent Availability Date: June 27, 2011
Desired Wage: 95000
U.S. Work Authorization: Yes
Job Level: Management (Manager, Director) Willing to Travel: Yes, Less Than 25%
Highest Degree Attained: Bachelors Willing to Relocate: Yes

To eliminate wasteful activities, increase productivity and sustain cost savings

J-EXCELL, Newark, DE ▀ 4/2008-present
Built and run profitable online advertising enterprise specializing in exotic and upscale necklaces, rings, watches, earrings, bracelets, flowers, free trails, DVD’s, teeth whitening and travel through social media and search engine optimization at
Actively manages all business functions including marketing and advertising, business development, sales and financial planning

Lowe’s Companies Inc-Mooresville, NC ▀ 1/2005-4/2008
($48,200,000,000 Home Improvement Company)

Lean Project Manager Reason for leaving: Contract Expired
Hired to eliminate customer complaints due to 3rd party manufacturing supplier quality and delivery issues. (2800 employees in four manufacturing facilities generating build to order Kitchen and Bath Cabinet sales $240,000,000)

OVERALL RESULTS: $12,000,000 in replacement and $60,000,000 in rework costs were eliminated and customer confidence was restored. Brought new vision and energy, influencing plant management to be Responsive to Change and Waste Minimization.
Senior Lean Manager Reason for leaving: DuPont purchased company and downsized management
Recruited to transform and improve this privately owned global matrix manufacturing company with four manufacturing facilities (2 US, 1 Xian China, 1 Juarez Mexico) plus 10 global sales offices with 1400 employees.

OVERALL RESULTS: Grew product line sales 30% over 6-year tenure by introducing a continuous improvement plan with employee involvement that included lean transformation initiatives, while reducing inventory $10,000,000, cost of quality $3,000,000 and labor costs $5,000,000.
BaaN AUTOMOTIVE, Southfield, MI ▀ 1/1998-6/1998
($90,000,000 division of BaaN Inc manufactures engines for GMC, Freightliners, Mac Trucks, GM, Ford and Chrysler)
Amassed $140,000,000 in permanent annual savings for 107 domestic and international facilities. Increased product line throughput 75% for electro-mechanical assemblies, shrank inventories levels 80%, and reduced die change over 90%.
GLOVIA, Saddlebrook, NJ ▀ 1/1997-1/1998
($250,000,000 JV between McDonnell Douglas and Fujitsu that developed manufacturing software and performed operational improvement consulting.)
Reduced cost of doing business for Worthington Industries by revising processes and eliminating waste accumulating $10,000,000 in cost savings. Revised 12 person mig-welding operations to robot welding, saving $1,500,000 annually in labor, welding gases and cylinder costs. Slashed process times 30% and enhanced productivity from 87% to 98%.

Walden University, Baltimore, MD
Currently enrolled in the Master of Science in Management
Specialization in General Program

DeVry University, Ft. Washington, PA
Bachelor of Science in Technical Management, February 27, 2011
Specialization in Operations Management
Academic Achievement: Dean’s List
Accepted into the Delta Upsilon chapter of Alpha Sigma Lambda, national honor society

Institute for Operational Excellence ● APICS
●Lean Enterprise Institute ●Institute for Lean Systems
●Lean Benchmarking Association ● Association for Manufacturing Excellence

P&L, budgeting, business/lean strategy with senior management, cost reduction and process improvement. Expertise in business analysis, PDCA, A3 deployment, DMAIC, DFSS, Document GEMBA Walk observations, Establishing Takt Time, Lean Office, lean transformation, operational excellence, value stream mapping, business process/IT alignment, office/operation Kaizen, rapid improvement events, administrative/operation assessments, root cause analysis, six sigma, multi-site project management, performance metrics, coaching and training, defining and documenting standard work plus value chain improvement and business continuity

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