REY GLORIA
0000 xxxxxx xxxx , xxxx , xxxxx 00000 209-648-7284 abc@xyz.com

SUMMARY OF QUALIFICATIONS

         Accomplished continuous improvement leader with a consistent, proven track record of exceeding goals.

         Outstanding experience teaching lean manufacturing and implementation across the enterprise, including operations, human resources, sales, engineering, quality, maintenance and supply chain.

         Experience performing as a High Performance Teams Coach leveraging A3 Problem Solving.

         Strong background managing a team of personnel to maximize their potential and excel.

         Experience implementing Toyota Production System.

         Proficient with Microsoft Word, with basic knowledge of Microsoft Excel and PowerPoint.

AREAS OF EXPERTISE

Mentoring/Coaching Kaizen Total Productive Maintenance (TPM)

Value Steam Mapping A3 Problem Solving 3P

Changeover Reduction Team Leadership Kanban

PROFESSIONAL EXPERIENCE

Parker-Hannifin Racor Division Modesto, CA Dec. 1994-Present

Plant Lean Leader (Feb. 2005-Present)

         Lead a team of 21 personnel, including senior leadership, middle managers and front line supervisors to develop and execute Lean Management System.

         Manage the continued improvement process, including Kaizen and 3P events, as well as value stream mapping sessions.

         Perform Kaizen training on a monthly basis, training up to six personnel on best practices.

         Implement daily Lean Management key performance indicator (KPI) boards.

Achievements:

         Honored with the American Manufacturing of Excellence Award in 2010 for stellar performance.

         Reduced product changeover times 50% using Single-Minute Exchange of Dies (SMED) methodology.

         Lowered inventory 47% and reject parts per million (RPPM) from 2,256 to 454.

         Improved assembly cell pieces per labor hours (PPLH) by 45% by rebalancing workload and changing the layout, which generated $300K+ savings in 2016.

         Lowered safety incidents 25% by implementing 5S and ergonomic/safety training.

         Improved equipment uptime 10% implementing Total Productive Maintenance (TPM) in the plant.

         Decreased scrap from 2.02% of sales to 0.7% of sales.

         Boosted productivity from $182.00 per employee to $299.00 per employee.

         Dropped downtime waiting on material by implementing material delivery tugger routes.

Continuous Improvement Facilitator (Apr. 2000-Jan. 2005)

         Educated 20 supervisors and 30 production leads with how to lead Kaizen events.

         Improved process flow by 25+% pertaining to the manufacturing floor and office environment.

         Enhanced inventory control in the warehouse by implementing Kanban pull systems.

Warehouse/Receiving Clerk (Sept. 1997-Mar. 2000)

Production Lead (Dec. 1994-Aug. 1997)

EDUCATION AND TRAINING

Completed Training Within Industry (TWI) Job Instruction Training, also known as, Job Instruction Training

Completed communications classes, Modesto Junior College Modesto, CA

REY GLORIA
0000 xxxxxx xxxx , xxxx , xxxxx 00000 209-648-7284 abc@xyz.com

Dear Hiring Manager:

With the letter, I wish to express my genuine interest to join your organization as a (INSERT JOB TITLE HERE).

As demonstrated in the accompanying resume, I am an accomplished continuous improvement leader with a consistent, proven track record of exceeding goals. My outstanding experience includes teaching lean manufacturing and implementation across the enterprise, impacting operations, human resources, sales, engineering, quality, maintenance and supply chain. I am also experienced excelling as a High Performance Teams Coach, leveraging A3 Problem Solving. Furthermore, I have a strong background managing a team of personnel to maximize their potential and excel. I also have experience implementing Toyota Production System. Among my additional unique qualifications:

         Honored with the American Manufacturing of Excellence Award in 2010 for stellar performance.

         Reduced product changeover times 50% using Single-Minute Exchange of Dies (SMED) methodology.

         Lowered inventory 47% and reject parts per million (RPPM) from 2,256 to 454.

         Improved assembly cell pieces per labor hours (PPLH) by 45% by rebalancing workload and changing the layout, which generated $300K+ savings in 2016.

         Lowered safety incidents 25% by implementing 5S and ergonomic/safety training.

         Improved equipment uptime 10% implementing Total Productive Maintenance (TPM) in the plant.

         Decreased scrap from 2.02% of sales to 0.7% of sales.

         Boosted productivity from $182.00 per employee to $299.00 per employee.

         Dropped downtime waiting on material by implementing material delivery tugger routes.

I would welcome the opportunity to interview with you and share more about how I would be a valuable asset to your team. I look forward to speaking with you in the very near future.

Sincerely,

Rey Gloria

209-648-7284

abc@xyz.com