Certifications & Training

Certified Master Black Belt (Six Sigma), Lear Corporation, 11/01

Certified Black Belt (Six Sigma), 5/01

Quality Systems Auditor, 11/05

EME Management Practices, 08/05

FLEX-Preparing Others to Succeed, 07/05

Expertise

Plant Management

Industrial Engineering Management

Six Sigma Program Planning & Training

Quality Control

Team Training & Supervision

Turnaround Leadership

Large-Scale Project Management

Kaizen Initiatives & Lean Manufacturing Strategies (JIT, SMED, Quickchange, Kanban)

ISO9002/QSA9000

Cost/Waste/Scrap Reduction Strategies

Output/Productivity/ Profit Increase

Shared Incentive Programs

Process Benchmarking Analysis

Labor Relations

Multi-Site Operations

Regulatory Compliance (OSHA/DOT)

Plant Safety/Loss Mitigation

Operational Excellence / eNGINEERING mANAGER

Master Black Belt (Six Sigma) /Continuous improvement

Visionary, enterprising, profit-focused, and results-driven manager with strong expertise in manufacturing and engineering operations. Exemplary record of innovating Six Sigma breakthrough management and lean manufacturing strategies that have turned around under-performing operations and led to multimillion-dollar profit/quality/productivity improvements. Respected leader of union/non-union teams of up to 200+, with superior interpersonal, communication, and negotiating strengths. Financially astute, multilingual, and solidly credentialed, with a substantial supply chain/engineering background, an executive-level understanding of P&L management, advanced IT skills, and Master Black Belt certification. Reputation for rapid solution delivery and goal-surpassing results.

Career Progression

SAEED ASSOCIATES — Fishers, IN                                                                           11/06 - Present

Senior Consultant (self-employed) Client Eaton Corp.

▪     Coordinated/conducted comprehensive, well-received, and results-producing                       training on quality-related topics throughout the facility

▪   Utilized consultative skills , applied LSS methods such as Six Sigma, Lean, change management, and project management

▪   Shared best practices from within External Manufacturing, GP, other divisions, corporate-wide activities, and external suppliers

▪   Provided subject matter expertise in sourcing and procurement operations via Value Stream Mapping, investigated and analyze business processes applying 5S,Toyota Production System, Kanban, error proofing.

▪   Coordinated benchmarking studies and identify and deploy external and internal best practices and technologies

EATON CORPORATION — Petersburg, IL — www.eaton.com

6/05 to 11/06

Diversified industrial manufacturer and global leader in electrical systems/components, with sales of $11.1 billion

Operational Excellence Manager,  (Competitors: Parker Hannifin, ITT, Johnson Controls)

Analyze key safety, quality, delivery, cost, and customer metrics on balanced scorecard and establishes actions for improvements. Design robust, aggressive systems to assure corrective and preventative measures are systematically implemented, monitored, and controlled through deployments of core functional excellence, Eaton Quality System (EQS), Eaton Business System (EBS), lean manufacturing approaches, and Six Sigma. Develop/implement standardization, system optimization, process improvements, operational excellence, and culture change plans leading to world-class operations and fulfillment performance. Provide support to supply chain management organization relative to supplier performance and quality assurance (QA). Key Accomplishments:

§         Synthesized and translated data into achievable goals and action plans, and provided leadership to deliver timely results on budget and to plan.

§         Injected “voice of the customer” into various processes to drive continuous improvement and rectify issues related to warranty claims, customer returns, production line bottlenecks/rejects, test failures/problems, supplier defects, and QA.

§         Implemented safety improvements that slashed incidents by 300%.($20K saving yearly)

§         Led comprehensive, Six Sigma-based quality enhancement program that reduced Defective Parts Per Million (DPPM) by over 550% (from 14,655 to 2,636 – a record low 87K annually savings).

§         Improved delivery gained metric from 66% to 89% and cut associated costs by 88K

§         Introduced career-patting and morale-building programs in partnership with HR that resulted in significantly improved employee satisfaction scores from 24% to 77%

 Develops program / project management body of knowledge and internalization of associated skills across the organization to support the overall corporate continuous improvement strategy throughout the division.

Lear Corporation — Edinburgh, IN — www.lear.com

5/01 to 06/05

World's fifth-largest automotive Tier 1 supplier, with Fortune 150 status, $13.6 billion in per annum sales, and 100,000 employees in 300+ facilities throughout 33 countries.

Master Black Belt Six Sigma, Injection Molding, (Promotion)11/01 to 6/05

Black Belt (Six Sigma), Injection Molding (Process Project), 05/01 to 11/01

(Competitors: Delphi, Visteon, Johnson Controls, Magna)

Recruited to direct early-stage startup/expansion of Six Sigma programs across Lear’s entire manufacturing operations. Served on management committee for five injection-molding plants employing 2,500, with accountability for Six Sigma policy/procedural development/implementation and operation-wide sharing of Six Sigma philosophy through innovation of tools, techniques, and training. Key Accomplishments:

§         Introduced Six Sigma concept to all operational levels, from executive core leadership to production line. Created/conducted customized training to operations VP, plant managers, engineers, line supervisors, and machine operators.

§         Championed, strategized, designed, and launched full-scale Six Sigma program across five plants to deliver radical cost reductions and sound quality improvement solutions.

§         Outperformed corporate objectives within first ten months of Six Sigma program launch, with achievement highlights including:

o           Delivery of $1.9M+ in collective cost savings/new-revenue stream.

o           Capture of a 61% increase in net efficiency output (NEO) – 22% above goal resulting in scrap reduction amounting to $129K.

o           Facilitation of a 50% reduction in injection-molding press downtime.

o           Correction of chronic production bottlenecks, process inefficiencies, and reporting errors through Statistical/Pareto/Regression Analysis, ANOVA, FMEA, and Value Stream Mapping.

o           Optimization of mold speed settings for a 95% defect reduction.

o           Record-setting minimization of turn-up losses (from$5000/month to $1654/month)

o           Elimination of procurement process redundancy/waste through vendor consolidation for a 39% increase in leveraged purchases.

Benchmarking of new DFSS (Design for Six Sigma) production “bests” to achieve 100% on-time launch of four new injection-molding products.

DAImlerChrylser (Toledo Machining) — Perrysbury, OH

Major torque converter and steering column manufacturer with $600 million in sales.

Quality / Product Supervisor, Product Engineering, 09/00 to 05/01

Supervised 20 employees and daily operations of three departments (Production, Quality Control, and Maintenance), with $1.5M budget authority. Key Accomplishments:

§         Prepared and analyzed all monthly/quarterly financial statements. Identified key business trends and opportunities to enable proactive C-level decision-making.

§         Upped employee performance/productivity 36% by conducting weekly meetings with all employees to bridge communication gaps, encourage new ideas, knowledge-share best practices, and build a shared commitment to corporate goal attainment.

§         Delivered $120M improvement to the bottom line; introduced JIT processes to increase inventory turns and reduce scrap from $10M annually to <$1M in under one year.

§         Catapulted plant safety record from worst to top three in corporation.

§         Organized and conducted 55 Kaizen/process improvement events that streamlined inventory (50% floor space reduction), saved $61K, and slashed overtime 30%.

§         Won union concessions through adept contract negotiations, reducing time not worked by over 23% and achieving more cohesive policy on absenteeism.

SPX Corporation (Robinair) — Montpelier, OH — www.SPX.com

Diversified $5 billion global provider of technical/industrial products and systems.

Engineering Manager, 07/98 to 08/00

Managed 16-member engineering team; administered $1M+ budget; and led data analysis, mapping, and daily product engineering functions supporting General Motors, Honda, and Caterpillar accounts. Key Accomplishments:

·         Boosted per annum revenues by $1.1M (FY 1999) while simultaneously delivering unprecedented 100% on-time delivery record by strengthening custom product design through “make-to-stock” and “make-to-order” process improvements.

Foreign Languages

Spanish, Arabic, Hindi

Education

Tri State University —

Angola, IN

Bachelor of Science in Mechanical Engineering, 11/81

Minor in Mathematics

Columbus Paraprofessional —

Columbus, OH

Associate in Electrical Engineering, 05/92

Major: Computer Science

Affiliations

Society of Manufacturing Engineers  (SME)

American Society of Quality Engineers (ASQ)

American Management Association (AMA)

Institute of Industrial Engineers (IIE)

Technology Summary

Baan IV

Pro/E

AutoCAD 14

MinTab13

MS Excel/Word/ PowerPoint/Access

Visio

Window 98

MS-DOS

Oracle Database

Of Note

Eligible to Work in the

U.S. for Any Employer

Available for Relocation and Extensive Travel

§         Led major corporate transition, revamping infrastructure, operating structure, workflow, technology, and training programs to achieve seamless implementation of Baan IV package with minimal business interrupts and zero lost productivity.

§         Orchestrated turnaround of sub-standard site performance, exceeding all key measurement parameters to reduce abandon rate from 20% to 1.2%, skyrocket productivity from 45% to 84%, and diminish defects from 12% to .5%.

Early Career: Co-directed successful ISO9002 implementation and instituted Total Productivity Maintenance program as Sr. Project Manager (Engineer/Manufacturing) for Calsonic North America in Irvine, CA (2/95 to 7/98). As Sr. Liaison Engineer Six Sigma Black Belt for Allied Signal in Mexicali, Mexico (2/90 to 2/95), led generative process planning that reversed weekly sales losses for a 10% market share gain, and consolidated two North American locations (250 employees) into one Mexican facility for a resultant $4M revenue jump.

Major Projects highlights:

Ceramic Capacitor Hi Pot Failure rate was 40% on builds of 150 units a day. After investigation multiple root causes were identified such as solder /flux contamination, capacitors out of specification, and cracked capacitors. Corrective actions were placed to remove the solder mask from between the capacitor pad in the layout to reduce contamination and changed to new type of capacitor which can withstand high deflections, resulting in only 1% failure rate and net saving of $15K /yr.

Insufficient capacity in the paint booth caused to have an outside vendor to meet the customer demands for the flywheels.  Teams an identified motor were underrated and gears were mismatch and poor preventive maintenance on all equipment. By modifying the correct motor and reinforcing preventative maintenance program on off shift allowed to increase means from 24 hrs to 33hrs resulting in saving of 200/k and no outside vendor.

High Inventory levels of the customer returns and refurbishes cell was taking floor space and 205-man hrs to manage the cell. Three day Kaizen event was scheduled and through 5S, value stream mapping, time study and process flow it became apparent that flow cycle time, standardized work process and work balance with doubling handling and duplication were the root cause. By 5S cell, creating standard work flow and kanban system. Team were able to managed to open up 1000sq ft improve flow from 1 mile to 100 yd. improved cycle time from 90 days to .5day and handoffs eliminated by 80%. Annualized savings of $30K.

Employee productivity reduced when employee transfers to a different department within the plant causing additional $8000/employee out of pocket expenses. With lean principles and work standard for bidding process, the use of intranet with pre transfer training and annual employee survey improved the employee productivity from 45% to 87% and $500/employee out of pocket expense.

Manifold rework and production failures were causing poor morale at the assembly cell and low yield. Teams went into action to find out the root cause via cause and effect matrix and design of experiments suggested feed rate and wrong tool were generating the scrap. With right feed rate and tool and SPC chart in place. Yield went up from 33% to 90% and morale improved by15% producing net saving of 100K.