Six Sigma Supply Chain
Resume:
MARCUS E. MILLER
469-***-**** Pearland, TX ad8z2u@r.postjobfree.com
EDUCATION
Bachelor of Arts and Sciences (BAS) Economics, University of Michigan, Dearborn, MI August 2009
CERTIFICATION
Certified Six Sigma Black Belt (CSSBB) – Acuity Institute 2011 Certified Six Sigma Green Belt (CSSGB) – Acuity Institute 2010 ISO 9001:2015 Internal Auditor (TPECS) - BSI. 2022 Supply Chain Management 1 – MSU University 2014
Certified Six Sigma Specialist – Raytheon 2013
• Process / KPI Improvement • Supply Change Management • Six Sigma Black Belt
• Program Development / Management • Relationship Building • 5S
• Lead & Cycle Time Improvement • Quality Management System • P&L Accountability
• Streamlining Operations
• Operational Performance Data
Reporting and Analysis
• Lean Manufacturing
• Business Process
Reengineering
• Waste Reduction
KEY ACCOMPLISHMENTS
• Awarded BHGE NA Services HERO Award for Safety
• Led WIKA North America Lean “Fan Day” Campaign
• Led 5S shop Initiative which improved 5S score by 46%
• Oversight of the ISO-9001 compliant Quality Management Certification efforts with results of an “effective audit” and awarding certification for the facility
• Awarded Harbour Award for Best in Class Hours per Unit (HPU) for Chrysler Mack Engine Plant
• Managed corporate leadership team effort in driving cost-reduction initiatives through process improvement initiatives contributing to a $21M savings over a two-year timeframe
• Developed, coordinate, and executed Kaizen approach to quality issued rooted in manufacturing, cutting product replacement cost by 50% and increasing on-time delivery from 80% to 95%
• Experience leading / executing Operational Excellence processes and tools and organizational learning and development programs in a manufacturing and/or warehousing environment. PROFESSIONAL EXPERIENCE
WIKA, PASADENA, TX 5/2021-1/2023
Sr. Continuous Improvement Leader
Responsibilities included the implementation of the Toyota Production System using Kaizen methodology across the entire Value Stream; developing and implementing processes and procedures to promote continuous improvement; and training necessary to accomplish WIKA corporate goals. Partnering with Quality to identify and remediate systemic problems that negatively impact the business. Ensure visibility to Audit and Assessment planning, activities, and results including repeat findings and opportunities for continuous improvement.
• Conducted Lean 101 and 5S Office and Shop floor Training to employees across site.
• Operational Performance Data Reporting and Analysis: Lead collection, evaluation, and reporting of cross- functional performance metrics to support leadership in making key business decisions
• Improved Probe shop production by 40% through Kaizen Initiatives.
• Inside Sales / RMA Kaizen LT reduction and Customer Service
• Reduced CFOR Corrective Actions days open by 45%
• Improved Accounting Accuracy through Field Service Order Entry Process Kaizen
• Establish SQDC defect tracking across Shop floor to identify and remediate systemic problems.
• Strong inspirational leader with an ability to influence and moderate change in an area. GE AVIATION, ROCKFORD, IL 4/2017 – 3/2020
Lean Leader Supplier Focus
Drove Lean Manufacturing activities across internal/external suppliers to improve the part velocity, and process efficiency. Leverage new virtual technologies to improve visibility to supplier OTD performance to isolate and resolve process obstacles that impact downstream customers. External Third-Party Vendor Management Coordination Development of a lean culture of accountability, compliance, and integrity to effectively interface with manufacturing standards. Improve part presentation
• Interfaced with various functions, product lines and stakeholders to develop and deliver metrics and dashboard that ensured operation met customer CTQs and business performance requirements
• Operational Performance Data Reporting and Analysis: Lead collection, evaluation, and reporting of cross- functional performance metrics to support leadership in making key business decisions
• Created and implemented site-wide Lean manufacturing Training Initiative.
• Pin Puller inventory project.
• NPI Engineering (Reduction in aggregate project led time to manufacturing) Assembly work instruction improvement. Part Presentation kits project. Engineering Bench/stockroom integration
• OTD supplier performance spot fire tool
• Lean Academy Dock to stock project / PDCA Kaizen tool
• Strong inspirational leader with an ability to influence and moderate change in an area.
• Collaborate with operations and programs to drive continuous improvement of metrics including enhanced performance, efficiency, and reliability
• Facilitate Leadership review of operations performance metrics, feedback, and trends GE INSPECTION TECHNOLOGIES, PASADENA, TX 4/2017 – 3/2020 Operations Manager
Developed and implemented site leadership with oversight for UTEC Service Repairs, Production of Radiography Systems for Supply Chain N.A., EHS, Security, and External Third-Party Vendor Management Coordination department. Development of a lean culture of accountability, compliance, and integrity to effectively interface with manufacturing standards. Worked with senior level manager to develop strategic deployment planning, setting goals and priorities to drive lean initiatives for operational excellence.
• Interfaced with various functions, product lines and stakeholders to develop and deliver metrics and dashboard that ensured operation met customer CTQs and business performance requirements
• Managed facilities’ overall strategy and operational execution functions for material(s) logistics, material distribution, and accurate SAP system accountability.
• Drove teamwork culture and positive atmosphere for improvements across all site operations, creating a lean vision mentality, standardization, and automation to increase site productivity
• Managed and determined material availability and fulfilment schedule that met customer requirements for sales quotes and actuals orders
• Implemented customer relationship communication initiative to increase customer engagement to grow the business
• Reduced service turnaround time through Lean Kaizen event to optimize work area footprint through 6S and visual management tools
• Increased scheduling flexibility and strengthened customer support with creation and implementation of cross training Matrix plan
CAD CUT, INC (A WEB INDUSTRIES COMPANY), DENTON, TX 11/2015 – 10/2016 Operations Manager
Direct oversight of facilities’ composites, dry carbon and multilayered insulation materials business. Responsible for ensuring operational success through applying LEAN methodologies to assure timely shipments to all external customers and prepare and implement plans as required. Responsible for the creation of Site Leadership team structure focusing on the key business objectives of Safety, Quality, Production, Shipping. Developed and implemented the Lean vision and implemented the lean strategy to reduce inventory, lead times and other waste at the facility.
• Achieved over 95% on-time delivery (OTD) to core legacy customers
• Reduced changeover time through strategic production scheduling initiatives that resulted in increased gross sales by 35%
• Responsible for identifying process system improvements and instituting their redesign and implementation
(i.e. improved process time by 10% through 5S).
• Implemented Zero Defect Mindset Quality vision plan to mitigate risk actions and achieve 100% OTD
• Collaborated with Site Leaders/Sourcing to ensure competent resources are provided to support open orders.
• Facilitated daily/weekly meetings with the Safety team to identify and mitigate potential risks within facility
• Improved overall job times through creation of material Kanban to support production
• Implemented successful contingency plan that subverted production delays and averted a 100K material loss
• Collaborated with the Quality department to create and institute robust work instruction to eliminate costly defects
• Collaborate with operations and programs to drive continuous improvement of metrics including enhanced performance, efficiency, and reliability
• Facilitate Leadership review of operations performance metrics, feedback, and trends
• Created a training matrix tool that identified cross-training opportunities and mitigated manpower risk due to absence or vacation.
STONECROP TECHNOLOGIES, DENTON, TX 5/2014 – 3/2015 Manufacturing Manager
Responsible for all operations while leading the manufacturing team of 60+ employees to perform equipment testing, configurations and assembly. Managed master planning, material processes and systems, prepared and updated production schedules and recommended purchasing needs. Oversight ensuring operational alignment with production plan and KPI(s). Act as primary customer contact for critical or escalated issues and lead the on- time delivery performance. Execution owner for external customers, managing Fulfilment 5 (Quality, OTD, Productivity, Safety, & Cost). Monthly responsibility for providing P&L, budgeting which included wages and materials costs.
• Report and communicated recommendations and solutions across direct organization and cross functional partner organizations (Suppliers).
• Fostered and encouraged an empowered autonomous environment of teamwork which pragmatically focused on process improvement.
• Created dynamic robust tech training plan to reduce process defects.
• Implemented production strategy that resulted in the achievement of a 50-tower daily target
• Developed tower staging process that improved the velocity of towers into assembly and test operations
• Leveraged Capstan deployment system to track all configured assets from design to final assembly RAYTHEON AEROSPACE, MCKINNEY, TX 2/2012 – 10/2013
Lean Manufacturing MTS Test Facilitator
Responsible for executing and overseeing the final test team production for all Aerospace-Targeting Systems. Set daily priorities for the team as determined by Operations Manager. Acted as a resource to attain all aspects of the production operation including safety, quality, scheduling, and team development. Assist in performing RCA of defects identified for investigations. Supervised, motivated and evaluated mid-year & annual work performance of technician and assembly teams. Managed and identified broken processes within testing procedures not captured through daily analysis reporting.
• Increased velocity of systems thru testing operation by implementation of TU/EU pairing R-Sigma improvement project
• Utilized PRISM system to coordinate replacement of defective parts as well as verify nonconformance documentation
• Reduced repairs queue time through troubleshooting and part replacement on the table at Point of failure
• Facilitated of standard work instructions resulting in reduced overall test time by 40%
• Coordinated test asset and tool calibration schedule resulting in the elimination test disruptions due to lack of availability
• Achieved 25% reduction in thermal system testing through strategic planning and dedicated test assets
• Cross-trained team to provide flexibility for scheduling, as well as to improved personal development CHRYSLER CORPORATION, DETROIT, MI 7/1993 – 8/2009
Lean Manufacturing Team Leader
Responsible for directing and leading machining and test team production processes for the automotive crankshafts of Jeep Cherokee and Dodge Ram Trucks. Provided shift direction and leadership for team while achievement of daily production schedules and quotas. Assisted management and responsible for implementing Toyota Production System methodology and driving newly implemented Lean Vision by using tools to improve processes and oversight the production operations including safety, quality, scheduling, and team development. Trained and managed 31 job setters, in a union facility, to successfully achieve 38 demand and pull environment operations. Managed inventory goals are met while managing inventory performance.
• Led Weekly Lean Kaizen Board Improvement activities to identify/resolve Top 5 issues.
• Led the implementation of a budget-based system which resulted in a 40% reduction in scrap costs.
• Implemented a crank washer improvement initiative that improved daily 1st hour production count by 22%
• Instituted machine Global tool change and tool swap program to reduce tooling cost by 30%
• Trained cross-functional teams to mitigate production disruption due to vacation or unscheduled absences
• Leveraged team knowledge to focus on solutions that insure internal and external customer KPI’s metrics TECHINCAL PROFICIENCIES
• ISO 9001
• KANBAN - GENSUITE
• MRP
• SAP
• PRISM
• ORACLE
• AXAPTA
• SMART SHEET
• SQDCM
• RRCA
• PDM
• TPM
• JIT
• 6S
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