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JOY WALDEN

BUILDER OF INTEGRATIVE LEADERSHIP AND PROCESSES THAT ENHANCE PROFITABILITY TO ANY COMPANY

309 Silver Cypress Circle                                                                                                                                            Phone:  803.767.9876

Summerville, SC 29001                                                                                                                      E-Mail:  joywalden@gmail.com                                                                                                  

CONTINUOUS IMPROVEMENT – OPERATIONS MANAGEMENT

targeting roles:

Lean Leader ■ Six Sigma Manager ■ Operations Manager

◊ Negotiated partnerships, alliances and strategies across the corporation ◊ Keen ability to forecast industry trends and related regulatory impact, develop compliance systems and programs to support new ventures ◊

◊ Equal blend of business strategist and hands-on LEAN operations leader ◊

Track record of accomplishments in manufacturing as a Lean Six Sigma Black Belt and Operations Manager. Accomplished 10+ years driving new operations and leading plant management across key manufacturing disciplines: quality assurance, budget development, and HR to improve training, safety, and inventory control supplying national and international customers. Knows how to build Customer Loyalty as a Quality Assurance Manager transforming business relationships using cross-training processes and systems integration.

Notable Skills

Six Sigma ◊ LEAN Manufacturing ◊  Quality Systems Management ◊ Workforce & System Development ◊ Change Management ◊ Recruiting & Training ◊ Instructional Manual Author ◊ Report Development-Oral-Written ◊ Cost Benefit Analysis ◊ Cost of Quality Analysis ◊ Reorganization Workflow ◊ ◊ SPC (Statistical Process Control) ◊

Motivated by Success ◊ Expense Control ◊ FMEA (Failure Modes and Effects Analysis) ◊ Ability to Overcome Obstacles ◊ Fast-Paced Learner

   Education  & Training 

B.B.A., Bachelor of Business Administration, Management, University of Georgia – 2000

Certified:  Lean Six Sigma Black Belt, The George Group – 2006

Member of The University of Georgia Alumni Association – active

Chairman of Stewardship Finance Committee – local

Experience & Achievements

GEORGIA PACIFIC                                                                Fairfax, SC                              Oct. 2007 – Present

Manufacturer of building products with 100 manufacturing facilities in the U.S., Canada, and South America with over 9,000 employees serving  

the building industries through wholesalers, national home centers chains, and building products retailers.

                                   

PRODUCTION LEADER (May 2010-Present)

Expanded and improved quality measurement program for the facility, as ‘best practice’ for one out of 8 Georgia Pacific sites, which serves national home center chains and international business wholesalers. Charged to improve all plant quality operations with special emphasis on securing workflow accountability process. Provides close support to R&D for new product delivery, ensuring full transition of product specifications, process controls, and testing procedures into established quality programs. Established quality control plans and standard operating procedures (SOPs) simultaneously providing feedback to executive management building a culture of accountability for all staff.  

Delivered operational excellence.

·          Implemented SPC by working with Information Technology group selecting and installing an electronic tool, providing training to operators and managers, and building quality control plans.  

·          Initiated one-on-one goals providing feedback on a regular basis to staff – resulting in improved facility quality by 4%. 

·          Evaluated and then targeted multiple corrective actions to address quality failures – reviewed preventative action processes with team – implemented changes within 30 days as part of the team.

·          Followed ISO 9000 standards setting the bar high for is expectations requirements for a quality management system.

Created substantial Customer Confidence.

·          Guaranteed both the timely shipping and quality of product well within customer specifications – directly decreasing customer complaints by 10%.

·          Instituted quality programs tailored to specific customer requirements needs resulting in an increase of new business from a nationally distributed brand.  

·          Led efforts to improve the facility’s uptime by 3% – leading a full culture turnaround; directly affected customer confidence.

JOY WALDEN

joywalden@gmail.com

GRANT FOREST PRODUCTS, INC. (now GEORGIA PACIFIC)        Fairfax, SC                              

Was a privately held company with 400 employees; manufactures oriented strand board panels and engineered wood products in Canada and

the U.S. (South Carolina) serving markets in Ontario, Western Canada, Midwest and Eastern U.S. Current sales peaked at $506M in 2004.

SIX SIGMA MANAGER (Oct. 2007-May 2010)

Balanced management role and staff development issues during company’s acquisition and name change to Georgia Pacific.  Hired to lead and develop a Six Sigma program for Clarendon, SC and Allendale, SC, two manufacturing facilities including comprehensive LEAN methodologies in order to accomplish business objectives and drive cultural change as a LEAN Six Sigma Black Belt. Company was bought out by Georgia Pacific.

Steered complex Quality systems and process control procedures, positioning company for continued growth as a Six  

Sigma manager.

·          Lead Lean Six Sigma project team to improve raw material yield generating savings of $2M;Conducted risk management analysis correcting discrepancies in the inventory calculations for the facilities key raw material, identified and improved areas throughout the manufacturing process where raw material was being wasted.

·          Began with baseline of 93% of finished product produced “Right the First Time” exceeding the goal of 99% within a few months of implementation – with tenure in company.

·          Recognized by executive management as providing significant technical leadership in systems, quality, reliability, and safety.

    Delivered operational excellence.

·          Improved product quality through development and execution of enhanced corporate quality system, assisting the Director of Manufacturing Services – building strategies in alignment with quality metrics.  Implemented statistical process control (SPC) for monitoring the performance metrics – unprecedented.

·          Within three years, fully integrated QA KPIs into Grant Forest Products achieving CE certification.  As the point of contact for certification – worked exclusively on building the Quality Manual, following the ISO 9000 framework for control standards, ensuring key process inputs for final product testing. 

Created substantial Customer Confidence

·          Defined scope and financial justification of Lean Six Sigma projects.  Built a standardization of work, following LEAN methodology – directly related to better workflow and increased customer satisfaction.

·          Served as guide to improve team dynamics for production through assignment of cost improvement  objectives to direct team members standardization of job while building on preventative staff maintenance.

·          Conducted a continuous improvement process to improve the reliability of product packaging and warehouse operations – using tools as 5S.

LOUISIANA PACIFIC CORPORATION                                    Athens, GA                               1998 – Oct. 2007

Manufacturer of engineered wood building materials for use in residential, industrial, and light commercial construction with manufacturing facilities in U.S., Canada, South America (Chile & Brazil).  Company sells to builders and homeowners through building materials distributors with $2B annual sales with 4,000 employees.

                               

LEAN SIX SIGMA BLACK BELT (Mar. 2006-Oct. 2007)

Continued progression of responsibility with company for over a period of nearly 10 years. Drove culture change and improved plant operations across areas of divisions including Production, Maintenance, Quality Assurance, warehousing, and distribution at the OSB facility. Directed complex projects from concept to fully operational status using DMAIC and Lean principles.  Successes include: Increased total production volume by 2.1% savings of $2M; mentored 10 Green Belts to successfully lead project teams; developed and implemented corporate vision presenting Black Belt strategies across 14 OSB facilities.  Left company.

OPERATIONS SUPERINTENDENT■ MANAGER – GREEN END AREA (Mar. 2005-Mar. 2006)

OPERATIONS SUPERINTENDENT■ MANAGER – DRYING AREA (Sept. 2001-Mar. 2005)

Initially charged to manage operating budget of $2M with 8 direct reports while guiding the maintenance efforts in the machine center ensuring compliance with environmental policies as the leader.  Within 4 years promoted to oversee half of the OSB manufacturing facility with an operating budget of $3M and 27 direct reports.  Managed the quality of three machine centers ensuring control plants and SOP were in place – filled in for the Production Superintendent – in his absence.  Promoted.

PRIOR roles with increasing responsibility include:

SUPERVISOR – RELIEF SHIFT (Jan. 2001-Sept.2001)

QUALITY CONTROL TECHNICIAN (May 2000-Jan.2001)

TECHNICIAN (Oct. 1998-May 2000)

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