Lean Sigma Deployment Manager in Cincinnati OH Resume James Criscillis

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Lean Sigma Deployment Manager in Cincinnati OH Resume James Criscillis Powered By Docstoc
					                                            JAMES CRISCILLIS
                                       Florence, KY. 41042
                          859-282-9676(Res)         859-250-7396(cell)
      Linkedin: http://www.linkedin.com/in/jamescriscillis     Email: jcriscillis@gmail.com

A hands-on Lean Deployment leader with the demonstrated ability to strategically achieve process
improvements. Strong technical and Lean Sigma qualifications with a track record of changing the culture
and transforming traditional manufacturing to Lean. Finding creative approaches to minimize or eliminate
nonvalue tasks by sequentially implementing lean tools from classical industrial engineering to Lean
Sigma. Proven ability to successfully analyze an organizations business processes and opportunities, and
develop a cost-effective roadmap to new levels of success through continuous improvement. Not only
active in Gemba (wherever work is performed), but also a trainer, coach and mentor to strategically
position all associates for alignment to company directives. Skilled to organize and manage short and long
term projects.

                                         Key Qualifications include:
Performance Optimization          Creative Problem Solving        Visual Workplace - 5S                   Kaizen
Continuous Improvement            Quick Changeover                Coach / Mentor / Trainer                Change Catalyst
Quality / Cost / Delivery         Cellular Manufacturing          Value Stream Analysis                   Kanban

Honeywell Process Solutions - formerly Mercury Instruments, provider of precise measurement instruments for the gas
and oil industry.
Created work standard routers for SAP implementation

ILSCO Corporation - a international privately owned, high-volume provider of electrical components for the Utility and OEM
          Project engineer for the implementation of computerized manufacturing methods and work
          standards system improving throughput by 30%.
          Introduced Standardized Work concepts to introduce the PDCA cycle.
          Implemented the 5S process in four facilities paving the road to Visual Workplace.
          Reduced machine setup time from 11 hours to average 2.5 hours.
          Created Value Stream Maps for two facilities identifying bottlenecks and to reduce delivery time.
           Designed plant layout for combining assembly and warehouse/distribution facilities into one
          Improved product throughput by introducing OEE (Overall Equipment Effectiveness) and
          increasing the metric by 30 points.
          Project facilitator and director for cross-functional teams focusing on eliminating waste via Kaizen
          Events and continuous improvement (Gemba Kaizen).
          Created a Kanban system in the supplier, warehouse and distribution facilities for components
          reducing stockouts from 4 per week to 1 per month.

Nine West Group Manufacturing - manufacturing, retailing and distribution of footwear.
     Standardized production machinery through Kaizen of maintenance that improved workflow and
       reduced machine and equipment costs $139,600.
     Reengineered a manufacturing process that reduced Work-In-Process by 60%, floor space
       requirements by 30% and labor costs by $92,500.
     Utilized process mapping, value analysis and a creative compensation plan that reengineered the
       manufacturing department and reduced labor costs $587,800 in two years.
     Justified reducing utility operator workforce 50%, which saved $88,300 in staffing costs.
     Implemented a Ergonomics improvement system increasing comfort level and decreasing costs due
       to cumulative trauma disorders.

James Criscillis                                                                                     Page 1 of 2
                            Training Materials Created and Delivered
Trained other engineers in Manufacturing Break-even Analysis resulting in 3 facilities becoming profitable.
Presented to associates how to recognize nonvalue tasks through Value Stream Analysis.
Conducted a two-day workshop entitled Lean Manufacturing Basics 100 and 101 including a simulation for
all manufacturing personnel to understand the what, why, when, who and how of our journey to Lean.
Provided Kaizen workshops for all manufacturing personnel to identify and minimizing nonvalue activities
and to learn the basics of Kaizen events.
Created Kaizen facilitator training methodology insuring successful Kaizen events with 4 others becoming
Total Productive Maintenance (TPM) improving machine/operator interface and decrease product
throughput time and increase machine life resulting in a 25% increase in machine uptime.
Developed and implemented a manufacturing cost training program with frontline supervisors that reduced supply,
material, and labor costs.
                                       Professional Experience
Honeywell Process Solutions, Cincinnati, Ohio
SAP Implementation, Temporary Contract                                                          2012

JMCC Enterprises, LLC
Managing Member                                                                                 2007 to 2012
Formed an LLC to providing high value, affordable housing at fair price utilizing today’s market
opportunities. Purchased and revitalized 9 properties ranging from single family homes to multifamily units
to generate passive cash flow.

ILSCO CORPORATION, Cincinnati, Ohio                                                              1998 to 2009
Manager of Continuous Improvement                          10/05 to 10/09
Provided corporate leadership, coaching and recruiting for a high-volume multi-facility manufacturing
company in the electrical industry. Transitioned the organization to Lean Sigma by training, hands-on, and
mentoring hourly and management associates. Applied Kaizen Event principles to simplify and eliminate
nonvalue tasks in office, manufacturing, warehousing and distribution processes.
Group Leader, Industrial Engineering                      7/98 to 10/05
A catalyst in the culture change toward Lean for the Manufacturing Leadership Team and leading the
Industrial Engineering Department.

NINE WEST GROUP MANUFACTURING, INC., Cincinnati, Ohio                                            1988 to 1997
Sr. Project/Process Engineer                               1994 to 1997
Provided industrial engineering expertise and on the floor Lean expertise for a high volume, multi-location
manufacturing company. Eliminated waste and reduced costs by utilizing continuous process
improvement and Toyota Production System techniques. Directed industrial/process engineering functions
for three manufacturing facilities with 5 direct reports..
Staff Industrial Engineer                                  1988 to 1994
Developed and maintained cellular manufacturing layouts including cell balancing and work measurement.
Analyzed and implemented improvements in manufacturing processes and methods. Instructed and
coached Plant Managers on developing and implementing strategies and tactics for local manufacturing
plant. Managed the cost reduction activities.

              B.S. Industrial Technology, Northern Kentucky University, Highland Heights, Kentucky

                                      Professional Development
Certified Six Sigma Black Belt, Goal/QPC – CQM
Four Levels of Innovation, Goal/QPC - CQM
Presented “Our Journey to Lean Continues with Root Cause Analysis (RCA)” at Learn, Leverage, Lead - Cincinnati
Quality of Management - CQM
Six Sigma Black Belt Training, Six Sigma Breakthrough Technologies, Inc. – Cutler Hammer

James Criscillis                                                                             Page 2 of 2

Description: James Criscillis is a hands-on lean deployment leader with the demonstrated ability to strategically achieve process improvements. As a strong technical and Lean Sigma qualifications, James has a track record of changing the culture and transforming traditional manufacturing to Lean.