Expert No. 431
Expert 431 has more than thirty years in manufacturing and consulting that includes many areas of application of Industrial Engineering principles to various industries, manufacturers, governments, financial institutions, and medical service providers. He has consistently increased productivity through his work in facilities design, work cell manufacturing layout, and TQM quality programs for mid and large sized companies. He has developed and implemented work standards, process plans and maintenance control systems in numerous industries including automotive, agricultural, and steel. Using computer simulation, Expert 431 has designed assembly operations, increased production, improved workplace configuration and inventory systems.Education
BSME, Purdue University, West Lafayette, INEngineering
Error Analysis & Prevention
JIT - Just-In-Time Inventory
Point of Service Errors
Statistical Process Control
Time & Motion Studies
TQM - Total Quality Mgmt.
Workflow Improvements Patents
Holder of patent for commercial dishwashing machineAccomplishments
Designed and implemented work cells in a window factory that increased production by 75% in less than six months.
Implemented Statistical Process Control in a 280-person factory that reduced final assembly defects from 40% to less than 1% within four months.
Streamlined scheduling system using simple database software that improved scheduling performance while reducing daily scheduling effort from 46 person-hrs to 24 person-hrs.
Trained, coached, and developed production supervisors and thereby reduced turnover from 500% to 100% in less than nine months.
Designed and assisted with implementation of cellular manufacturing layout in a 175-person, unionized machine shop. Performed Group Technology analysis of 8000 manufactured parts and developed part families. Increased productivity by 50%, reduced inventory from 30 days to 3 days, and reduced defects by 70%.
Analyzed production data and discovered the source of production variation. Implemented policies that stabilized backlog and modulated swings in production. This reduced overall workplace stress and stabilized cash flow.
Wrote and presented training programs on Lean Manufacturing, Work Cell Design, Facility Planning, Scheduling Strategies, Setup Reduction, and Crises Management for national seminar companies. Presented over 400 programs in US, Hong Kong, Singapore, Australia, Ireland, and Great Britain. These programs had twice the normal success rate in the seminar industry.
Designed and developed 10-year facilities plan for a major manufacturer of building products. This plan prevented expensive errors that result from ad hoc expansions and made capital requirements more predictable.
Designed, developed, and certified an innovative glass washing machine for bars and restaurants. Patent protection was awarded for this machine that is still in production after 18 years.
Evaluated an ineffective maintenance department in a 1000-person steel foundry with a union environment and re-engineered operations. Reduced major equipment downtime from 17% to 4.5%, stabilized budgets, and improved union relations.Facilities Design
Designed plant layouts and facility for three plant expansions for a fast-growing manufacturer of vinyl windows. These layouts introduced cellular manufacturing, improved productivity, accommodated new product lines, and enabled the company to grow with minimum capital expenditure.Cellular Manufacturing
Designed and implemented work cells for a manufacturer of mechanical control cables. Reduced inventory by 89%, improved quality by 90%, and improved productivity by 75% in the initial areas. Trained and educated plant management and personnel to continue this effort. This company is now a world-class manufacturer.
Implemented unique assembly cells for a firm that manufactured commercial air cleaners. Finished Goods inventory dropped by 96% while maintaining 24-hour delivery.
Contributed significantly to the professional literature on cellular manufacturing by developing an integrated and complete design procedure. Published in books and papers.
Designed a cellular manufacturing layout for a large investment-casting foundry that manufactured turbine blades for aircraft engines. Implemented initial work cells with order-of-magnitude improvements in quality, rework, and productivity.Quality
Organized and implemented an SPC and TQM program for a large producer of vinyl building products. Program included training, Design of Experiments, and tracking for a highly technical process.
Organized TQM program for a manufacturer of mechanical control cables. Reduced defects by more than 90%.Work Measurement
Developed and implemented a special pre-determined time system for sharpening broach bars in the tool room of a large automotive machining operation.
Implemented a computerized work standards system for a manufacturer of agricultural equipment. Work standards were set and process plans written on more than 10,000 separate parts and assemblies in less than six months.Maintenance
Implemented preventive maintenance in a 1000-person steel foundry that reduced downtime on major equipment from 17% to less than 4% in 18 months.
Implemented management control system in 75-person maintenance department that included equipment records, cost controls, and spare parts control for the facilities, production equipment, material handling systems, forklifts, etc. This system helped reduce downtime and stabilize budgets and was accomplished before computerization was available.
Led a project team that implemented a major foundry expansion, under budget, and on time in less than 11 months. This expansion included untried technology and required custom design of major equipment.Safety
As manager of a large window factory, maintained reportable accident rate at less than 35% of the industry average. An OSHA inspection resulted in only four violations that were abated in less than two weeks.
Managed a 75-person maintenance department in a steel foundry for 2-1/2 years without a lost-time accidentPeople
In close cooperation with local union officials, developed and implemented early flextime system for a 75-person maintenance department in a large steel foundry. This system allowed for heavy weekend maintenance, stabilized the maintenance budgets, and provided for the personal needs of workers.
Transformed a confrontational, negative relationship with United Steelworkers Local union into a positive, cooperative partnership at a large steel foundry.
Assisted management and union officials of a 175-person machining and assembly operation in converting the facility to lean manufacturing. This required changes in attitudes, job classifications, and pay scales. It included team development in which union workers took on many supervisory tasks and responsibilities.
As plant manager in a 280-person window factory, changed a dysfunctional culture through example, training, and supervisory development. Reduced turnover from 500% to 100% while increasing production by 75%.Computer Simulation
Using computer simulation, designed a new assembly operation for a manufacturer of armored vehicles, which was better suited to post-cold-war production requirements. Simulation demonstrated and proved the concept.
Simulated a kanban system for a large manufacturer of vinyl-extruded products. Simulation helped to determine lot sizes and the size of kanban stocks. This allowed the company to increase production by over 50% and double the number of products without additional warehouse space.
A manufacturer of computers was considering an Automatic Guided Vehicle System. Simulation helped design the control system strategy, determine the number of vehicles and verify system performance.
A conglomerate was designing the prototype for a national chain of franchised automotive collision repair shops. This prototype used a moving conveyor to repair light damage on an assembly-line basis. Animated simulation determined the configuration, number of stations and number of paint booths. It verified system performance and convinced management of its validity. When built, this prototype shop had twice the profit margin of conventional body shops.
An aircraft engine overhaul facility processed 150 jet engines per month. They needed a system to store thousands of disassembled parts and transport them through multiple processes, then re-group parts from the original engine. Simulation verified design for a system that included a large pallet-sized ASRS, a Mini-Treve system, conveyors, automatic guided vehicles and fork trucks.Training
Developed and authored dozens of training programs for public presentation and in-house training. Topics include: Scheduling Strategy, Manufacturing, Strategy, Cellular Manufacturing, Facility Design, Plant Layout, Crises Management, Setup Reduction, SPC, TQM, Team Development, Lean Manufacturing, JIT, Workflow, Process Improvement, and many others.
Presented over 400 seminars in the past five years with average evaluation from participants of 4.6 from a possible score of 5.0.Equipment Design
Redesigned and supervised modification of twelve overhead cranes to increase capacity, modernize controls, and improve reliability. Design work included complete stress analysis of every load-bearing component, drive trains, and electrical controls as well as building structure. Most of these cranes are still operating after 18 years.
Managed a major design project for a manufacturer of tow tractors. The team designed and built a special diesel-electric-hydraulic tractor for the Egyptian Air Force and delivered 18 units in less than 10 months.
Designed an outboard maneuvering slat for the Israeli F4-E Phantom. This slat extended at up to Mach 0.8 to improve air combat maneuverability for this large fighter aircraft.
Designed modifications for the F-4E and F-4J aircraft used by the Thunderbirds and the Blue Angels. These modifications helped meet the special requirements of aerobatic demonstration aircraft.PublicationsAvailable Upon Request