Manufacturing Continuous Improvement Consultant

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This continuous improvement (CI) consultant  is an impact-focused, strategic Manufacturing Operations / Transformation leader with an accomplished track record for continuous improvement in production, quality, and project execution across multiple business settings.  Leverages innovation, technical versatility, collaboration, and leadership expertise to drive financial gains. Thrives at interfacing, motivating, training, and developing teams to be successful. Exceptional communication and people skills, especially where complexity needs to be understood by all levels of operations.  He brings two-decades of accomplished continuous improvement generating well over $100-million in positive P&L impact.  With both a strategic and tactical acumen, his scope of proficiency spans product launch, capital investment, cradle-to-grave project execution, manufacturing development, and operations management.


  • Kaizen Facilitation
  • Lean Manufacturing
  • Change Management
  • DFx / DFM / FMEA / CTQ
  • Continuous Improvement
  • KPI Tracking Development
  • Capital Investment Planning
  • Organizational Development
  • Lean Finance
  • Strategy Planning
  • Project Management
  • Equipment Specification
  • Advanced Problem-Solving
  • Manufacturing Development
  • Quality Systems Development
  • Plant Operations Management

Relevant Accomplishments

  • Oversaw the development and execution of a strategic plant-wide reorganization to optimize production process flow to improve throughput, productivity and lead-time to delivery. The three-year project required comprehensive value-stream mapping depicting current and multi-stage future states, multiple capital projects, and financial impact projections.  Major activities completed for the project included a new oxy/plasma burn table, relocation of multiple robot weld cells, comprehensive re-layout, and 5S initiatives to weld and burn operations, new CNC saw cell, new office space structures, and the introduction of a “milk-run” material delivery practice.  The project was the primary contributor to record output growth (from $40-million to $72-million revenue) and productivity performance (from 68% to 78%) over one year.
  • Built a digital KPI interface providing easy-to-understand performance results at daily, weekly, and monthly granularity for cell, department, and plant operation levels. The program composed thousands of data points from several ERP financial and staffing reports.  Taking less than 15-mins a day to update with no external involvement, the KPI tool contributed heavily to record performance in productivity (+10%), AGM% (+6%), and revenue output (+$32M) in the first year of implementation.
  • Created multiple manufacturing cost analyses and advanced capacity planning systems for high-volume and mixed-model manufacturing companies. The several tools helped to assess production capacity loading, part scheduling, work content, and manufacturing sequence balance all contributed to significant improvements in lead-time, on-time delivery, inventory cost, material planning, (COGS) Cost of Goods Sold and P&L performance.
  • Developed financial models for strategic planning. Following Lean Finance methods to simulate multi-year performance the program accounted for growth, investment, constriction, and profitability.  What was learned altered the company’s growth plan to maximize income and cash flow.
  • Developed process simulation and work content software program to rebalance 3 high-volume automotive HVAC assembly lines. On the largest line, headcount was reduced from 22 to 11 operators, WIP fell 95%, first pass yield improved 40%, and output increased 20%.  The initiative introduced man/machine automated processes, and seamless no-purge mixed-model SKU transitions within takt time (24-seconds).
  • Utilizing (MDO) Market Driven Operations principles, led migration from batch manufacturing to balanced single-piece-flow. Gains included improvement in first-pass yield, WIP, labor content, and rework.  The reduction in lead-time for 300-unit deliveries from 6 to 2-weeks allowed the company to successfully close large orders competitive with the market leader.
  • Developed and taught Advanced Problem-Solving methods combining the A3/DMAIC system with Ford Global 8D problem-solving methods and automotive rapid response practices. The system was developed for any quality issue, yet applicable to process improvement, equipment and job specification, and project/program development.
  • Accomplished manufacturing knowledge in steel fabrication, manual and robotic welding, large/small precision machining, electro-mechanical assembly, SMD Surface-mount devices, plate cutting, injection molded plastic, molded rubber, composites, stamping, roll-forming, mass-flow wood processing, and tool/machine and automation creation
  • Comfortable in mixed-model production environments including job shop, engineered to order, configured product and low to mid volume manufacturing.
  • Experienced in multiple manufacturing sectors and documentation requirements including Tier-1 automotive, aerospace, OSB wood products, medical devices, land mobile radio, electronics manufacturing services (EMS), and contract manufacturing.
  • Proficient in tool, fixture, machine and manufacturing line design; (VSM) value stream mapping; (DFx) design for manufacturability-procurement-cost; (OEE) Overall equipment Effectiveness improvement; SPQRC/SQDIC/SDC KPI metric capture and assessment; (SMED) Single Minute Exchange of Dies, rapid changeover methodologies.


  • Operations and Quality Manager (Dual Role)
  • Plant Engineer
  • Vice President, Manufacturing and Hardware Development
  • Manager, Manufacturing Services
  • Manager, Lean Operations
  • Lean Manufacturing Engineer
  • Project Manufacturing Engineer


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