Manager Six Sigma
Resume:
Philip Wood
Platte City, MO 64079
abm23c@r.postjobfree.com
abm23c@r.postjobfree.com
Objective
Operations Management/Lean Six Sigma MBB position that builds on 16 years
of aircraft engine and medical device manufacturing, applied Six Sigma
methodology (MBB Certified), lean manufacturing implementation, and global
operations leadership experience.
Professional Experience
GE Transportation 2009 to present
Plant Manager, GE Engine Services, Kansas City, MO (2009 to present)
Leading the $7MM, 100 employee startup plant that remanufactures locomotive
traction motor combos.
. Changed the plant safety focus from a production first operation to
making safety as the top priority. Strategic plans have been executed
that are expected to reduce the OSHA recordable rate 75%.
. Led physical inventory action plan that eliminated the risk that had
resulted in a $450K writeoff earlier in the year
. Led operations improvements driving upstream Quality, material
control, RM stocking levels, and setting employee performance
expectations.
GE Healthcare 2003 to 2009
Global Operations Manager/Plant Manager, Goldseal, Waukesha, WI (2006 to
2009)
Leading the FDA regulated and ISO 13485 certified refurbishment and
remanufacturing of the full portfolio of used GE diagnostic imaging
equipment and directed the global manufacturing strategy.
. Created a positive safety culture driving total employee
accountability and leadership in EHS resulting in meeting all
recordable injury, training, framework score, and audit finding
closure metric goals resulting in a year without a recordable injury
(first time in site history). Achieved OSHA VPP certification.
. Led the business case analysis and execution of two international
plant transfers (Japan to India, France to Hungary) and a startup in
Brazil.
. Developed "critical few" process for the team to prioritize delivered
quality improvement resulting in 27% (2007) and 27% (2008) improvement
versus a goal of 30% (each year) and a 23% (2007)/11% (2008) percent
reduction in missing in shipment claims versus a 10% (each year) goal.
. Utilizing Lean Manufacturing led the Goldseal team to $3.2MM (24%,
2007) and $2.5MM (2008) productivity versus the commitment of $3.7MM
(28%) despite a 2007 volume reduction of 24% and 2006 volume reduction
of 13%. The team achieved this by following strict operational rigor
around headcount management (both overtime and quantity of employees,
50% and 19% reduction respectively), implementing an incoming system
receiving approval process to avoid accepting unrefurbishable
equipment, parts cow creation process, shop supplies alternatives, and
executing the productivity funnel of projects which were identified in
the monthly operating mechanism.
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IDX Integration Program Manager, Waukesha, WI (2005-2006)
Program manager for $1.2B acquisition which resulted in one of the most
comprehensive suites of clinical, imaging, and administrative information
systems, including the creation and management of electronic medical
records.
. Led the development and execution of the cost and revenue synergies
pipeline by setting clear and achievable objectives, monitoring team
leader performance, and resolving barriers to executing the plan. The
team exceeded the synergies OM target of $66.1MM achieving $95.8MM or
$29.7MM favorable to plan.
Manager, Service Parts Modality Integration, Waukesha, WI (2004-2005)
Led delivery performance activities during IT system transition.
. Led the GPRS team in Service parts delivery span reduction by
implementing a cross-functional, global operating mechanism. Leading
indicator sub metrics were established that drove operational
behavior. Performed weekly analysis and identified corrective actions
of top span driving processes and part numbers resulting in span being
reduced from 354 hours to approximately 65 hours or an 82% reduction
versus a goal of 86% reduction (or 50 hours span).
Six Sigma Master Black Belt (Certified), Waukesha. WI (2003-2004)
Achieved Master Black Belt certification while leading the global SCOT
(Ship Complete On time) initiative.
. Led the fulfillment team in improvement of Global CT SCOT performance
by identifying and solving key SCOT defect drivers. Defects caused by
material shortages, lack of date management rigor, and ineffective
OFS/PJM communication were improved by identifying owners of the
process breakdowns, establishing individual performance metrics,
designing reports to identify issues, and facilitating Global SCOT
best practice sharing resulting in 85% global SCOT, or a 57 point
improvement to year end 2003.
GE Aircraft Engines 1995 to 2003
Senior Quality Technical Engineer, Turbine Airfoils, Madisonville, KY (2002-
2003)
Led the Product Quality improvement team for the plant.
. Reduced product quality escapes as a result of recent errors (2003
rolling year initiated errors) 37% versus a goal of 25% using six
sigma strategy by leading 8 direct reports in the digitization of
Characteristic Accountability, SQA, Process Change, and Airflow
Process Averaging, and facilitating corrective action projects
including two Apollo Root Cause analysis events resulting in 14
completed projects and $345,000 annual savings.
Six Sigma Black Belt (Certified), Turbine Airfoils, Madisonville, KY (1999-
2002)
Led the Product Quality improvement team for the plant.
. Reduced Madisonville's compliance risk and escape reporting closure
cycle time 59% versus a goal of 50% by leading the escape management
process, leading a team that mapped the ideal purge process, and
leading the process change management team, resulting in the creation
of an escapes tracking database, a documented process for purging in-
house hardware, and digitized solutions for process changes and design
change introductions.
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. Reduced inspection cost of X-Ray and Waterflow by performing Six Sigma
analysis to identify unnecessary inspection expense and leading the
implementation of projects resulting in $260,000 annual savings versus
the goal of $250,000.
. Improved the FAA's perception of Madisonville by helping develop and
lead the implementation of Madisonville's Quality improvement plan
resulting in no findings during four formal and informal FAA/DCMA
audits meeting the goal of no findings.
Cell Leader, Turbine Airfoils, Madisonville, KY (1998-1999)
Led the CFM turbine airfoils vanes cell (9 salaried, 60 hourly employees)
and implemented Lean Manufacturing.
. Budget under run of $5.6M (1998) and $2.1M (Oct. 1999 YTD).
. Supported customer with zero critical customer delays.
. Achieved Labor Productivity of 19.7% (1998) and 17.2% (Oct. 1999 YTD).
. Reduced manufacturing losses 30% (1998).
. Reduced working capital 46% (1998), 35% (Oct. 1999 YTD).
Product Owner, Turbine Airfoils, Madisonville, KY (1995-1998)
Owned the Quality, Cost, and Schedule for the CF6-50/-80C/-80E, LM6000, and
LM2500 HPT blades.
. Responsible for $29 Million of Shop Cost Output.
. Hands on experience with CNC Grinding (reciprocal and creep feed),
EDM, Shot Peen, Electro-stream drilling, and Laser drilling
. Led team that achieved shop cost under budget by 8%, reduced losses by
13%, and accomplished the plant goal of 1000 DPMO on focus parts.
. Led NPI of CF6-80E/LM6000 Stg. 2 R142 Blade and CF6-50C2E2 Cast-Tip
Blade which will save an estimated $1.5 Million Shop Cost per year.
. Developed the first successful creep feed grind application for the
Stg. 1 CF6-80C2 HPT blade resulting in an estimated yearly savings of
$200 K.
. Acted as IME Cost Gatekeeper for the Diversified Blade Cell.
Scrutinized all IME expenditures and identified opportunities for
savings, resulting in a 42% reduction in costs while withstanding a
55% schedule increase to 1995.
Manufacturing Management Training Program, GE Power Systems, Schenectady,
NY (1994-1995), GE Aircraft Engines Turbine Airfoils, Madisonville, KY
(1993-1994)
Six-month rotational assignments in Process Engineering, Environment,
Health, and Safety, Supervision, and Sourcing
Education
Purdue University, West Lafayette, IN
Bachelor Degree in Mechanical Engineering
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