MANUFACTURING | STAMPING| WELDING | QUALITY | ENGINEERING | SUPPLY CHAIN | OPERATIONS| PRODUCTION| BUSINESS TURN AROUND
20 years of manufacturing, production, operational excellence, quality, welding and stamping . Exemplary record of providing customer satisfaction from the manufacturing floor to the customer whether with an OEM or direct supplier. Credentials include MBA, Masters in Industrial Engineering (concentration in Mechanical Engineering), and BS degrees; certified as Six Sigma Master Black Belt and executive certification at MIT in Operations, Technology and Value Chain Management.
SMED/PDCA MINDSET | CONTRIBUTION TO TEAM TARGETS | OPERATOR MAINTENANCE | BUSINESS TURN AROUND |
CONTRIBUTE TO GOOD COMMUNICATIONS AND WORK ENVIRONMENT | INCREASE & SPREAD COMPETENCE |
United States Steel: Customer Quality Engineering Manager/Leader of a 12 person department directly responsible for turning around the relationship with the two largest customers Ford and Toyota.
Ford Motor Company: Progressed through the manufacturing / engineering ranks over a 17-year tenure and directed manufacturing and multi-functional team projects, generating award-winning multi-million dollar results in product improvement and customer satisfaction. As a team member implemented Ford Production System, Quality Plan, and lead a team to produce the first 6-Sigma BIW in mass production Oakville Assembly Plant. Reduced cost over my career by $500 million USD.
Force Protection Industries: Built an unprecedented portfolio of achievements in manufacturing, production, and operations through a focus on team work, good communications, KPIs, P&L levers and continuous improvement, resulting in business turn around reduced unit costs and improved quality
“In my almost 30 years of experience, I’ve not met anyone like Craig! He’s a hard-charging leader who looks for the challenges that others shy away from. If you are looking for the person to get the job done that others couldn’t do, look to Craig and then don’t look back.” – Senior Executive, Force Protection
WHITT ENTERPRISES | CHAPEL HILL, NC 2017 – Present
Ford Motor Company in Vehicle Operations Detroit Chassis Plant (Executive Consultant - Contract Position)
Responsible for providing a team approach (Plan Do Check Act) in Manufacturing & Industrial engineering improvements. Establishing the PFMEA’s as well as Operational Excellence in work station development, material flow, EH&S, process sheet development, Ford Production System implementation, implementation of Lean concepts, institution of TPM, Plant Layout upgrades, and preparation for Launch of a 2020 vehicle launch program. Develop Teams and train workers in waste elimination, good housekeeping techniques, MP&L development at the floor level, as well as establish Lagging and leading KPI’s. Established Quality Control Plan to ASQ standards.
• Turned around:
o Production (acting Plant BIW Leader)
Coach, supervise, and motivate teams and management in production improvements.
Standard work hour discipline from 16 hrs to 8 hrs
Repair and reject reduction to 5 r’s/1000
Stop ships from 50 in 2016 to 5 in 2017
First time through improved from 75% to 98%.
Installed ANDON system and trained workers and management to be responsive.
Installed Ford Production System
Floor identification area for damaged material. Scrap cost performance.
Proper tagging of damaged material by manufacturing and production engineers.
Proper house housekeeping techniques.
PDCA Plan Do Check Act mindset
Established performance charts (Team Boards) at appropriate areas on plant floor for operators and management. (Plan, Do, Check, Act)
Product Development over sight, change control, development, engineering review approval.
Lead lean manufacturing as it models the Toyota Production System
Established takt time of line and balanced work at each station to improve efficiency and productivity by 20%.
Using the DFMEA, established PFMEA and introduced controls in high RPN operations, reducing quality failures and miss builds by 80%.
Installed TPM – Total Predictive Maintenance, reduced unscheduled breakdown by 75%
Development of TPM system and quick change (SMED) over process
Established Quality Plan to ASQ standards, to bridge gap between Product Development Engineering (DFMEA’s) and Vehicle Operations (PFMEA’s). Between Suppliers, Plant, and Customers.
Establishing 8D, and CAPA process to Ford standards.
Improving quality of work, and customer satisfaction, with significant reduction stop ships and quality holds (80%).
Established leading and lagging KPI’s to monitor production count and reduce stop ship situations by 80% to date.
Led Manager and Superintends in Lean (5S, etc.)& Operational Excellence projects.
Trained Chassis Managers & Superintendents and Production supervisors work techniques
Established Variability Reduction Team and how to react to Warranty Feedback
Developed Problem solving checklist
Developed and led Kaizen workshops
Developing MP&L process for improvement of material turns.
Developing MP&L process for reduction of on-hand material and hand shake between material order, material delivery, material demand, material usage.
Developing safe guards of (3 way match – PO, Invoice, Shipper)
Proper accountability of damaged material by MP&L
o Launch management of future programs
Developing new plant layout and design for new manufacturing tools and Launch prep of 2020 program.
Improving work station layout and developing process sheets and standardized work documentation (put’s and take)
Conducting make/buy analysis for “off the shelf” components.
Developing and implementing relationship improvement (change management) between management and workers.
Communicate in positive manner improvements to workers and management on all actions.
Positively coach workers and management in operational changes. (Plan-Do-Check-Act)
UNITED STATES STEEL | TROY, MI 2016 – 2017
Global manufacturer of Steel Products for the Auto Industry (Temporary Position)
Customer Quality Engineering Manager – Automotive Division (Customers: Ford Motor Company and Toyota)
Responsible for turning around and leading a group of 12 customer Quality Engineers (7 direct hire) covering 100% of all customer stamping and assembly manufacturing operations in Canada, US, and Mexico.
• Saved over $20M USD in the first 7 months, through reduced waste and improved manufacturing efficiency.
• Improved customer savings in Stamping, Body Shop – welding, and assembly by 35%
• Led Body Area Manager and Superintends in Operational Excellence projects and MUD cost saving projects.
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