1. Below isthe synopsisof some of the projectsIhave workedwhile consultingsinceJune of 2013. I
includedadescriptionaswell asalistof some of the leanand six sigmatoolsthatI usedto complete the
projects. All of these projectsfollowedthe DMAICformatutilizingSigmaExcel fordataanalysis,Root
Cause analysistoolssuchas:ProcessFlow mapping,Value StreamMaps,KaizenEventsandQualityat
the source methods.Iam alsoan advocate of Line-BacklogisticsasintroducedbyPorsche,focusingon
the productionline andworkingbackthroughthe material andinformationflowtoensure the most
efficientoperation.
Summary: As a manufacturingconsultant,Iprovide best-in-classLeanSix Sigmaconsultingservicesfor
manufacturing,service,distributionandsupplychainoperations.Iintroducedleanmanufacturing and
six sigmamethodologies intoprocessimprovement, plantdesign,manufacturingrelocationand lean
manufacturingculture development forawide range of customerindustriesandsizes.Mykeyrolesand
responsibilitiesweretodevelopandexecute strategicleanmanufacturingrevitalizationinitiativesfor
clientsandplaya keyrole inassessingtheirmanufacturingoperationsandplantdesignsfor48 elements
(methods) of LeanandSix-Sigma(see below).Ialsoprovide keyinputstocrossfunctional executive
managementteams tosolve specificstrategicproblemsasoutlinedbelow.Mydeliverable wasto
provide CEO’sandPresidents quantifieddeliverables toensure thatrecommendationswere efficient
and generatedtrue returnsoninvestment.
Examples:
 Texas: Due to a VC acquisition, amanufacturerwasa shipwithoutarudder.Theyhad justmade
several acquisitionsinthe Houstonarea. I was taskedwithconsolidating5equipment (large
compressor,gassystems,airsystems,electrical test,distribution) manufacturingfacilitiesinto
one location. However,due totheirlackof a longtermstrategy,I beganthe relationshipby
goingthrougha PolicyDeploymentorStrategicPlanningexercise.Thisprocessmade itclear
withcomplete buy-infromall 5 businessunitpresidentswhere the companywasgoingandhow
we were goingto getthere. I enlisted acustomercore teamand identifiedsynergieswithinthe
facilities,provide processflowcharts,implementedlinebalancingandstandardwork
instructions todesignandexecute the mostoptimumproductionlayoutinordertoelevate
themto a World ClassManufacturer.Indoingso, I eliminatedredundanttasks,motions,
improved cell utilization,implemented5SandVisual Factorytechniques inordertoreduce the
total square footage by 73% while improvingcycle times 23% savingan estimated$3.5mm
annually. Ihadput togethera budgettoimprove the new facilitythatwasmore accurate than
theirpreviousestimate savingthe customer another$1.5mmmilliondollars.
 China: A global top10 contract manufacturingcompanycontacted me due to a discrepancy
theywere experiencinginproduction efficiency.Productionthroughputwasnotbeing
maintainedconsistentlycausingshortagesandmissedshipdatestocustomers. Iwentonsite
for twoweeks,identifiedthe variablescontributingtothe problemthroughdatacollectionand
ANOVA testing.I testedmyproposedcorrective actionsandmade final improvementsafterI
receivedapproval from the corporate office.Mysuggestionstorebalance productionthrough
line balancingandKanban techniquesresultedinthe 100% eliminationof the discrepancy,

2. increasingproduction3.7%($3.8mm inrevenue), withoutaddinglabororadditional equipment
to the line.
 Shanghai,China: Anentrylevel Tier2automobile manufacturer with175 employees was
growing,butnot at a rate that the Corporate office wastargeting.The companycalled me to
relocate the manufacturingfacility intoalargerfacility seamlessly, withoutimpactingthe
customers,andhelpthemdeveloptheirManufacturingCulture by obtainingISO16949 Quality
ManagementCertification. Inotonlyredesignedtheirnew plantutilizingLeanandBuilt-In-
Qualitymethodologies, butwe alsoprovidedthe training,systemsandprocessesrequired for
themto getcertifiedinISO16949, thus removingbarrierstheywere facingthatwere inhibiting
revenue growth.
 California:A leaderinthe commercial andresidential ventingindustry, The customerwas
experiencingefficiencyissuesasaresultof a poorlyimplementedplantconsolidation.The
company’snewlycombinedmanufacturingoperationhadsignificantchallengeswith facility
layout,material handlingandprocessflow,whichwereresultinginlate deliveries,highWIPand
inventorylevels,andlongcycle times. AfterIperformedapreliminarystudyof the facility.I
quicklyrecommendedalistof immediateimprovements,called“JustDoIt’s,”that the customer
couldimplementtoresolve significantbottlenecksinitspaintline thatwere amajorcause of
late customerdeliveries.Theserecommendationsincludedspeedingupthe paintline timing,
reducingthe space betweenproducts (density) onthe line andseveral otheradjustments,which
immediatelyeliminatedbottlenecksandevenenabledthe companytoremove one of the paint
linesanduse itat anotherfacility saving$1.2mm.A seriesof small changesyieldedbigresults
for the customer,witha115 percentimprovementinpaintline efficiency.
Diggingintothe data next, Itackledthe challenge of developingafacilityredesignprojectwitha
significantlackof relevant process datatoaidin decisionmaking.Like manymanufacturing
organizations, they hadsome productiondata,butverylittle operatingtimedataor standard
workdiagrams,and waslackinga comprehensive datacollectioninfrastructure.Workingin
close collaborationwiththe team, Iwasable toobtainthe data neededforthe facilitiesstudy
throughobservationandmanual datacollection (correlationcoefficients) toclose the gaps
betweenthe datarequiredandthe datathat wasreadilyavailable.There alsowassignificant
SKU complexityin the customer’s highlycomplex,highvolume productmanufacturingfacilities
that requiredaconsiderableamountof my analysistoidentifypotential efficiencygains.Aspart
of itsrecommendations, Ioutlinedaprocess forthemto enhance the accuracy and analysisof
productiondataso that future processimprovementprojectswouldbe easier. Streamlining
production,Igeneratedthree differentprocesslayoutdesignstodetermine the layoutthat
wouldachieve the greatestimprovementsinbothmaterial flow andprocessequipment
efficiencies. Asadeliverable,I recommended aplantlayoutdesign thatrequiredan
implementationbudgetof $1.15 millionthatwouldyieldareturnoninvestmentin
approximately1.68 years,andthe projectwouldbe completedin13 monthswithoutimpacting
production.

3.  Savanah,Georgia:A highend,mediumvolume manufacture wasandisgrowingexponentially.
Withdailyaverage productionatonly 60% of expected. The customercalledme toidentify
process,material flowandplantdesignproblemsthatwere impactingtheirproduction.
Coordinatingwithmanagement, Irefinedandexecutedthe projectscheduletoimplementthe
layoutdevelopedinthe workflow designand processimprovementphase. Throughavigorous
Value StreamMappingexercisewiththe entire staff,Iwasable toidentifyinformationflowand
material flowproblemsthatwere quicklyresolved.Forthe manufacturingprocessvariations,I
enlistedateamof operatorsandstartedfrom the beginning.We calculatedTAKTforthree
differentdemandscenariosthendesignedone line thatwouldbe capable of handlingall three
witha minorchange-over. The customeralsohadtwoproductionlines,one forone product
familyandone foranother.Withthe newlydesignedline,we were able toconsolidate both
linesintoone andincrease theirproductiontargetbyanother40%. Our teamexecutedthe
projectsinorderof priority asdeterminedbymanagement.Asaresult,laborcostreductions
were realized,improvedmaterialflow efficiencies wererealizedandthe returnoninvestment
as calculated wasgreatlyexceeded.
SupportingDataincluded: Complete P-QAnalysis,CompleteSIPOC’s,Line Balance Chart,
Complete CellDesign,TAKTCAPACITYAnalysis, EnterpriseMetrics(Quality,Inventory,
Efficiency,etc.) developedandimplemented, BOMRequestprocessand P-QAnalysis)
Here are a listof categoriesandtheirleanandsix sigmamethodologiesIhave implementedbothasa
consultantandfull time executive:Ihave all documents,trainingmaterials,forms,worksheets,etc.to
supportall these methods.
MANUFACTURING OPERATING RHYTHM
QualityManagementStructure
ManufacturingOperatingRhythm(MOR),informationandmeetingcycle
Short Interval Production
QualityTrackingRootCause (root cause and corrective actions)
MOR SupportFunctionsImplementationWaste Minimization/Deferral
Visual Factory(CommunicationBoards)
SuggestionSystem
5 S
StandardizedWork
BUILT INQUALITY
Voice of the CustomerInfluence
Voice of the Process,businessneeds
CTQ DefinitionProcess
ProductHold / StopOrders

4. ROSS/ Material Quality
Calibration
MSA / Gage R-R
ProcessAudit
Final ProductAudit/OQA
CheckDo Check/ ProductAudit
Total Productive Maintenance
Shelf Life
Change / Behavioral Managementtechniques
8D (ProblemSolvingandRootCause Analysis)
Poke Yoke
ESD
Dust Free Environment
LEAN
WorkerFlexibility
Value StreamMapping
BalancedProduction
ProductionScheduling
Change Over,SMED
ManufacturingTime Definition(autoworkshopandmanual assemblies)
TAKT vsLine CapacityAnalysis
ProductionControl Systems
Single Piece FlowAssembly/WIPManagement
Reception/Warehouse Architecture
MPH Material ProvidingandHandling methods
Water Spider&KittingProcesses
Kanbansystems
CDO (ConsistentDailyOutput) /LevelingProduction
Inventorymanagement
CULTURE
TrainingSystems
AndonSystems
Lean Walk(Gemba)
People Ownership
Influence
QualityPolicy