Operations Manager Professional Resume Format in Word Free Download -->

Operations Manager Professional Resume Format in Word Free Download

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ASHLYNN PHABIAN
44774 Burlington Dr.              Phone: (586) 944-1234
Sterling Heights, MI 48121    Email: ashlynn@gmail.com


MANUFACTURING OPERATIONS

Productivity Improvement – Multi-plant Operations – Manufacturing Systems – Material Control

“Hands on” motivated and trained professional Manager with a commitment to quality, ethics, and goal accomplishment.  Over 18 years of progressively challenging managerial, material and manufacturing experience.  Major strengths and demonstrated abilities in JIT, LEAN management, human resources, labor-management relations, planning, quality control using Six Sigma principals, communications, conflict resolution, team-building, and goal setting and accomplishment, lean manufacturing, fi-fo systems and total manufacturing structure. Outstanding vision in developing, deploying and managing manufacturing strategies to achieve and sustain productivity gains, cost reduction and quality improvements. Exceptional leadership in managing functional departments while creating high performance standards and driving accountability.

PROFESSIONAL EXPERIENCE


TDS/US Automotive Warren MI                                                                                   Sept. 06- Current

Operations/MP&L Manager             

  • Responsible for operations for Tier 1 automotive plants (JIT) focusing in all areas of business performance (Safety, Quality, Delivery, Cost, People, Lean)
  • Develop and review LEAN strategies and monitor to ensure proper implementation using TPS system...
  • Maintaining a perfect schedule attainment of 100% and top performance on the customer survey.
  • Responsible to report on all elements of the business, also meet with customer (DaimlerChrysler) on daily basis to talk about strategies on new business.
  • Responsible for daily activity of 7 members of the staff and over 60 Union employees.
  • Directly responsible for all material movement and inventory control for 300,000 square feet of facility.
  • Contribute to budget planning for yearly goals.
  • Evaluate and plan career movement and succession plan for employees while developing a “Team” building concept.


Triumph Group Inc. Tempe Az.                                                                                     Mar. 06 – Sept. 06

OEM Manager (Aerospace)
  • Complete responsibility for all manufacturing operations ($17 million) including OEM Machining, Commissioning, Shipping and Receiving. Assure that all schedules are adhered to. Planning and execution of capacity plans, budgets for projects and manufacturing departments.  
  • Responsible for Material movement and control to ensure inventory and project material is on time and accurate to BOM’s. (Bill of Materials). 
  • Champion all LEAN Manufacturing projects and review to ensure all items are on track and valid.                                                                                   
  • Reduce warranty by implementing robust processes and corrective measures. 
  • Improved floor space savings of over $200,000 Develop core business plan to improve manufacturing achievements by 35% year end 2006.

Smith West Inc. Tempe Az.                                                                                   Aug 2004-Feb 2006
Lead Manger
  • Profit and Loss responsibility for manufacturing operations-producing aerospace components. Responsible for over $21 million in manufacturing operations.
  • Inventory control of aerospace material on a daily basis.
  • Supervised daily production and business requirements of entire plant to include 5 supervisors, 3 engineers and over 60 employees.
  • Scheduled production, and implemented “Five S” LEAN Manufacturing principles and systems to meet business goals set for Safety, Quality, Delivery, Cost and Morale.

Hayes/Lemmerz-Southfield Operations                                                              2002-April 2004

Manufacturing Manager
  • Supervised the manufacturing of steering components meeting production schedules through effective supervision of resources including 6 production supervisors and 65-70 hourly employees
  • Aggressively pursued world class safety and housekeeping standards using “Five S” tools
  • Train, coach, lead, and motivate employees
  • Implemented  team environments and concepts to achieve goals with tools such as  Kaizans, Green & Black Belt Projects
  • Reduced manpower cost by 25% associated with Non-Value added processes
  • Set goals and objectives on Lean Manufacturing and Continuous Improvement projects


Daimler Chrysler – Mack Engine Plant Detroit, MI                                         2000-Jan 2002

Manufacturing Area Manager
  • Profit and Loss responsibility for engine block and crankshaft manufacturing operations-producing 2,600 crankshafts and engines blocks a day
  • Inventory of over 7,000 engine blocks, and crankshafts and tooling material on a daily basis.
  • Supervised daily production and business requirements of 2 departments, 6 supervisors, and over 100 UAW employees.
  • Scheduled production, and implemented “Five S” LEAN Manufacturing principles and systems to meet business goals set for Safety, Quality, Delivery, Cost and Morale.
  • Reduced costs by 10%, manpower by 7%, scrap by 17%.


Daimler Chrysler – Detroit Axle Plant Detroit, MI                                        1994-July 2000

Manufacturing Area Manager Sept.97-July-00
  • Profit and Loss responsibility for gear manufacturing operations-producing 6,000 gears sets a day and responsible for over $111 million in gear manufacturing operations.
  • Inventory of over 30,000 ring gears, pinions, forgings, spider gears, diff gears and tooling material on a daily basis.
  • Supervised daily production and business requirements of 4 departments, 12 supervisors, and 3 area managers and over 400 UAW employees.
  • Scheduled production, and implemented “Five S” LEAN Manufacturing principles and systems to meet business goals set for Safety, Quality, Delivery, Cost and Morale.
  • Reduced costs by 30%, manpower by 37%, scrap by 52%; reduced manpower costs in areas by over $2.7 million. Improved FTC by 31%.
  • Led 3 award winning teams that successfully fixed major bottleneck areas to improve throughput by 26%.                                                                                          
  • Implemented projects, systems, Andon Boards, manpower strategies, and scrap reduction with pull systems within assigned areas.
  • Layout improvements to free floor space using LEAN manufacturing concepts.
  • Launched production lines for several new front axles.
  • Oversaw installation of $15 million worth of new equipment and lines.
  • Implemented and maintained LEAN manufacturing concepts, new material flow and reduced work-in- progress (WIP) inventory, FIFO and Kaizen systems, bank maintaining and Kanban systems.

Lead Production Supervisor- CNC Machining and Assembly April 95-Sept. 97
  • Managed the daily production of over 60 hourly UAW employees.
  • Oversaw the introduction of over $12 million worth of capital upgrades.
  • Developed scrap-reduction initiatives to meet departmental goals.                                                                                 
  • Oversaw all division inspection sheets and assisted management in cross functional training of MQAS.
  • Implemented training procedures and reviewed all division on documentation procedures.
  • Reviewed Standard Work Instructions (SWIs) and control plans while making sure all were current and correct.

Jobsetter CNC Equipment Mar 94-April 95           
  • Job-set over 65 Phoenix Hobbing CNC machines and checked quality.
  • Rebuilt arbors and cutters.
  • Troubleshooter proportional changes from Zeiss Machine.


 

ADVANCED TRAINING AND DEVELOPMENT
             
Kanban, Toyota Production Lean Training, Statistical Process Control, Kepner-Tregoe Logistics, Greenbelt certification, Andon Board Training, MQAS/QS9000 Sexual Harassment, Smart Manufacturing, Tool Management, Selection Interviewing, Sexual Harassment Training, Violence Prevention, Root Cause Analysis, Powertrain Corporate Throughput and Lean Manufacturing.



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