Total σperational Σxcellence
"Innovation distinguishes between a leader and a follower" - Steve Jobs
...A firm specializing in consultation, deployment, and training of powerful business and process improvement methodologies such as Six Sigma, Lean Manufacturing, Strategic Planning, and more...
Experience
Continuous Improvement Journey Launch
Partnered with client to lauch facility continuous improvement efforts by implementing Lean Six Sigma methodologies and provided training to internal resources. Provided boots on the floor resources that were aimed to deliver bottom line savings, internal development and training, and post training coaching and mentoring. Applied Lean Six Sigma methodologies (DMAIC) to deliver value and ROI while providing Lean Six Sigma Green Belt training/coaching and mentoring for certification to 2 personnel focusing on output optimization. Provided all training modules and certification preparation
Facility Continuous Improvement
Responsible for leading the facility’s continuous improvement effort through the engagement of all associates. Championed, developed, and sustained a culture of continuous improvement throughout the facility through utilization of core Lean principles and methodologies while coaching and mentoring plant leadership for sustainability.
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Utilized 80/20 and value stream map approaches to identify and layout a roadmap of improvements activities related to machining, assembling, and packing for short- and long-term plans. These activities addressed OEE improvement in Machine Shop and Assembly, Delivery improvement, and Lead time reduction. As a result, the facility has been able to maintain total cost per earned hour for the last 4 years even with increase in volume and inflation
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Daily Management: Championed implementation of daily management across manufacturing locations to support performance in safety, quality, delivery, cost, and overall plant morale. Establish a 4-tier system from level 0 (hour by hour boards) to level 3 (plant leadership meetings) for maximum engagements
Production Line Model Cell
Created a production line model cell for:
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Stable Process: SKU/Line throughput optimization (centerlines for each SKU family group based on tub size and volume) in order to reduce overall variation in units/hour, downtime, scrap, and improve OEE. Improved OEE from 62% to 75%
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Fill To Target: Reduction of product give away due to overfilling to improve overall material usage variance and an increase units per process order
Green & Black Belt Training and Coaching
Trained and Coached Lean Six Sigma Green Belts and Black Belt on a Lean Track (project) focusing on beverage syrup yield improvement through enhancing process capabilities in the Supply Chain Manufacturing with estimated savings of $1.6MM
East Business Unit Lean Track/Project
Led Lean Track (project) focused on improving manufacturing operational efficiency and productivity (bottling operations) with the objective to reduce 50% of unplanned downtime resulting in $800K savings
Total Productive Maintenance (TPM)
Led the development and deployment of TPM pillars; Focused Improvement, Autonomous and Planned Maintenance, Education and Training, and Leadership development. Focused on Quality pillar through building strategic relationships with raw material and equipment vendors by involving the key vendors in Kaizens events across US Manufacturing Regions.
Material Usage Variance (MUV)
Led Material Usage Variance project for paper and plastics at one of the biggest manufacturer of disposable paper and plastic cups, containers, and plates. Identified root causes (programming glitches, accountability issues, and automation installation) for excessive material spoilage and implemented counter measures that resulted into $3.3MM for paper and $900K for plastics material usage variance savings.
Labor Usage Variance (LUV)
Led reconfiguration of production employees schedule to reduce negative labor variance. Introduced 8 hour and 12 hour shifts per department needs. Generated labor savings in the amount of $1.2MM in 2013.
Continuous Improvement Initiatives
Led continuous improvement initiatives to enable the plant to achieve cost savings goal of $5.8MM for 2013. In charge of new equipment installation, equipment upgrades, reliability increase projects, and overall equipment efficiency initiatives. As a result, the employees were awarded bonus for the first time in 7 years of incentive program existence.
Production Waste Reduction
Completed waste reduction lean project by eliminating product over batching caused by batching flexibilities and ordering against capability. The project reduced product throw away by 50% which is equivalent to $1.2MM per year.
Defects Reduction
Completed project to reduce leakers on production line caused by incomplete seal of foil lids to the rim of the ready to eat pudding cup. Replicated solution across 5 other similar lines resulted in $510K cost avoidance per year.
Turn Around Reduction
Completed project to reduce turnarounds (switch from one product to the other) time on gelatin products. Introduced SKU switch on the fly procedure resulting in $250K cost reduction per year.