New York, New York, United States
ππππ’ππππ‘π’ππππ πΏπππππ π€ππ‘β π ππππππ π‘πππ‘ππ βππ π‘πππ¦ ππ ππππ£πππ ππππππ‘πππππ ππ₯ππππππππ πππππ π πΈππππππππππ ππππππππππ‘, ππππ’ππππ‘π’ππππ, ππππππ‘ππππ ππππππππππ‘, πΈππ£ππππππππ‘, π»ππππ‘β, πππ πππππ‘π¦ (πΈπ»π), πππ ππ’ππππ‘π¦ π΄π π π’πππππ. ππππ ππππππππ πππππππ ππ ππππππ ππππππππ β’ 25 Years Manufacturing Plant Leadership β’ Leader | Staff Management & Development β’ Continuous Improvement β’ Manufacturing | Operations Management β’ Engineering | Maintenance Management β’ Cost Analysis | Reduction β’ Quality Control/Assurance | Quality Systems β’ Capital Projects | Reverse Engineering β’ Root Cause | Corrective Actions β’ Safety Management | Performance Improvement β’ Employee Training | Development β’ Health | Safety Management β’ Customer | Supplier Relationships Management β’ QS 9000 | ISO 9001 | Regulatory Compliance β’ SOP Development | Compliance ππππ ππππππππ ππππππππππππ ππ¨πππ°ππ«π/ππππ‘π§π’πππ₯ ππ©π©π₯π’ππππ’π¨π§π¬: DCS 2000 (Honeywell) | Dock Audit System | ISO Internal Audit | QMS | Down Time (DT) | E-Drawings | EPICS | Excel | Keyence Laser | LinkedIn | MS Office Suite | MS-Visio | Navision | Process Control Management (PCM) | Joint Health & Safety Committee Management Representative (JHSC) | Skype | Timekeeper | Training Kiosk | WiFi | Work order System | Zoom | Level C: Standard First Aid CPR AED | Arc Flash Safety | Supplier Quality β American Honda Motor Company Inc. ππππ§ ππ¨π¨π₯π¬: 5S | 5Y | 8Dβs | APQP | Control Plans | Design of Experiments | Fishbone Analysis | Fishbone Diagram | FMEA | H&S | JIT | Kaizen | Kanban | KPIs | Measurement Systems Analysis | PDCA | PFEMA | Poka-Yoke | PPAP | Process Capability | QA | Quality Maintenance | Reaction Plan | Root Cause | Safety and Environment | SPC | SQC
β’ Boosted test efficiency by 8X (700%) by doing a PESHR analysis to reinitialize a $100K etch station (inactive for 14 years) β’ Trained 24 quality and production associates RCA, which led to a scrap rate reduction of 16.7% β’ Trained 12 quality associates on AS9100 internal auditing to build a robust system that sustains high-quality consistency β’ Reduced the lead time for technical specification reviews by 70% (7 days) by implementing stricter target compliance β’ Saved $30K in annual calibration costs by decreasing the frequency of scale calibrations by 75% β’ Improved product surface quality by 30.8% (200 ppm) by running joint monthly inspections across 3 teams
β’ Slashed annual OPEX by $500K through the implementation of a packaging material recycling program β’ Transitioned 30% of the organizationβs workforce from temporary to full-time by revamping the direct hiring process β’ Eliminated 80% of overtime hours to save $400K in annual operational costs β’ Saved $10K/year by redirecting 60% of generated wastewater to cool anodizing and etching tanks β’ Reduced overall downtime by 12% with the implementation of preventive maintenance and work order program
β’ Secured contracts valued at $10M by developing x2 new 6000 series aluminum alloys for an OEM and Tier-1 supplier β’ Increased business by $15M by reverse engineering extrusion products through the introduction of smart scope β’ Led the in-house design of an auto brushing machine to reduce CAPEX by 20% ($100K) upon initialization
β’ Maintained no lost-time incidents for 1.5M man hours by lowering the safety risk and ensuring procedural compliance β’ Reduced rejection rates from 3% to 1% through the execution of layered audits β’ Reduced in-house rejections by 15%, in heavy profiles with the introduction of mechanical re-work, sort and disposition
β’ Acquired $60M of OEM business by certifying the glass assembly plant for ISO 9001:2000 and 1SO 14000 β’ Developed 6 check fixtures for the front and rear windshield glasses for an automotive OEM to execute periodic checks β’ Redesigned the rear windshield for the 2004 Honda Ridgeline to improve internal acoustics and glass manufacturability β’ Led the development of an OEM supplier for windshield rubber seals to equip them for $6M worth of production yield
β’ Managed the Float Glass operations department, was accountable for a $30M budget and led a team of 84 employees, including 4 Production Engineers, 4 Group Heads, and 80 indirect technicians producing products for automotive customers. β’ Optimized the glass production process to cut the job-change time by 25% (for changing glass thickness in a metal bath) β’ Minimized automotive glass rejection rates from 4.5% to 1% via process audits and packaging workflow improvements β’ Reduced architectural glass rejection rates by 4% by changing interleaving media to address the root cause in packaging β’ Developed Kaizen training and events to track productivity across all manufacturing departments establishing KPIs and metrics to ensure productivity was capitalized β’ Exceeded operational goals by empowering self-directed work teams and fostering cross-functional relationships with key management personnel. β’ Led safety audits safety improvement initiatives and collaborated with the team on safety hazards to reduce incidents and employee lost-time accidents β’ Implemented and maintained QMS (ISO 9001 2000) and served as a liaison with third-party auditors regarding QMS audits β’ Coordinated and conducted QMS management reviews and integrated ISO 9000 + ISO 14000
β’ Responsible for planning and executing routine preventative maintenance and leading capital engineering projects. β’ Monitored production processes and operations were responsible for timely procurement of required parts and equipment to achieve zero breakdown goals.
β’ Responsible for shift production of Soda Ash by Solvay process, including Calcination, Densification (fluidized bed drying), vertical shaft kilns & purification of brine and sea water β’ Active participation & Implementation of total quality Management (TQM) β’ Facilitated quality / good manufacturing practices training programs