Raymond Williams
Hernando
Summary
Results-driven Plant Production Manager at Azuria(Insituform), specializing in LEAN and Six Sigma methodologies to enhance operational efficiency and minimize costs. Demonstrated expertise in inventory management and conflict resolution, leading to marked improvements in productivity and safety standards. Dedicated to promoting a culture of collaboration and continuous improvement within teams.
Overview
13
13
years of professional experience
Work History
Plant Manager Batesville Site
Azuria
Batesville
04.2023 - Current
- Established goals for improving productivity, product quality, safety standards.
- Created reports detailing plant performance indicators such as labor costs or output rate.
- Negotiated contracts with vendors for materials needed for production operations.
- Monitored plant performance metrics, such as throughput, quality, cost, and safety.
- Overseeing HR, Maintenance,Inventory, Production, Purchasing.
- Inventory reduction of 2M/yr. 1st 2 years of employment managing OH levels and reduce excess materials.
- Increased from 34% and maintained 41% gross margin. 39% EBITDA
- Used Power BI for KPI centers and dashboards.
- Collaborated with other managers across plants to share best practices.
Plant Production Manager
ELOS Manufacturing
Memphis
01.2021 - 04.2023
- Interfaced with customers regarding delivery schedules, product specifications.
- Analyzed data from quality control testing to determine root cause of defects and corrective action needed.
- Maintained detailed records and reports on inventory levels, production processes, and personnel performance.
- Monitored plant operations to identify areas for improvement in efficiency and safety.
- Managed the production of plant products, ensuring timely and accurate completion of orders.
Continuous Improvement Manager
Milwaukee Tools
Memphis
09.2018 - 12.2023
- Major accomplishment- implement Daily management, PM card systems, and monthly kaizen cadence to drive improvement and cost savings activities
- Improved OEE % from 44% utilization to 59% utilization in 4 months
- Responsible for the improvement for four departments driven from variation in the process, gaps to goal, and waste reduction
- Managing 6 engineers through SQDC objective setting to achieve KPI targets using Lean Manufacturing principles and tools
- Coordinated cross-functional teams to develop strategies for improving operational effectiveness.
- Responsible for 2 black belt projects to reduce defects and improve machine capacity
- Managed OEE adherence – improved utilization from 49% to 72% in 1 year
- Annual team savings 500k
- Use DMAIC approach for 2 variation kaizen events
Production Manager (Plant Manager)
Smith & Nephew
Memphis
01.2013 - 05.2018
- As Plant Manager, I was responsible for a factory consisting of 63M COP, over 3,500 SKUs, 200 direct laborers, 55 indirect laborers, 12 supervisors, and 6 value streams.
- The building contained over 30 million dollars in assets which included CNC mills and lathes, CMM and other measuring devices, and automated cleaning systems
- Managed staffing to support product launches, tenders, and increase demand.
- Implemented recognition programs for SQDC
- Constructed a team and rework plan that reduce inventory by 300k in 4 weeks
- Maintained GPTW initiatives by creating empowerment team to find issues, develop actions, and execute to help morale
- Created a Veterans Day event recognizing all company veterans to improve GPTW initiatives
- Reduce safety TCIR rate by 60% YOY
- Reduce Risk Register score from 44.0 to 28.3 in 2 years
- Submitted over 1500 near misses in Intelex system
- Create building specific safety team to sustain improvements
- Reduced scrap by 15% YOY
- Sustained 96.5% FPY during implementation of new value stream and 5 product launches
- Completed 5 product launches 3 on the top 3 revenue projects for Smith and Nephew globally
- Reduced backorders from 1.5 million to 400k in 7months during a year of increased volume and new product launches by focusing on A and AA items
- Reduced backorders from 5 million to 400k over in 3 years
- Improved shop rate 66.4/hr
- To 63.33/hr
- YOY
- Improve 3 targeted value streams by 25% from training and improved SW
- Achieved cost avoidance of 500k by redesigning machining cells and layout improvements
- Increase man to machine ratio 3:1 from 2:1to support cost improvements
Lean Engineer /Project Engineer
Smith & Nephew
Memphis
11.2011 - 01.2013
- Because of my acquired knowledge of lean obtained by transforming an entire plant into a lean environment by continuously improving all metrics of the strategic deployment plan
- As Lean Engineer I implemented the following:
- I have created a lean continuous improvement center that has been implemented globally throughout the manufacturing facilities
- This has assisted in driving accountability and directing management towards the right solutions
- This CIC has provided the company with a great problem-solving tool
- I have assisted in the completion of an approval for a $10M dollar project
- I lead the 3P event in which all the planning to determine the capital needed to bring a 25% continuity plan to our facilities
- I also lead a 3P event involving a new press machine that should yield the company 600K per year profit by insourcing a raw material forming process
- I have trained and lead over 12 different Kaizen events that has produced our highest FPY % (89% to 97%) and productivity (143% to160%) in the history of the facility
- I have helped design and implement 5S tactics that has allowed us to perform 365 days and counting without a lost time accident or recordable
- Implemented SW, VSM, and 5s in 5 value streams which help sustain improvement YOY
Education
Master of Business Administration -
Belhaven University
05.2013
Bachelor of Science - Industrial Technology
Southern Illinois University
Carbondale, IL08.2001
Associates of Science - Electrical Engineering Technology
Southwest College
Memphis, TN05.1996
Associates of Science - Mechanical Engineering Technology
Southwest College
Memphis, TN05.1996
Skills
- LEAN TOOLS-VSM/3P/TPM/SW/VRK
- Inventory management
- SWOT
- Six sigma methodologies
- ISO standards
- Capacity planning
- Root Cause -8D/A3/5WHY/KEPNER TREGOE
- Conflict Management
- ERP systems
- Cost reduction
Military Service
United States Marine Corp, 1989-1991
Timeline
Plant Manager Batesville Site
Azuria
04.2023 - Current
Plant Production Manager
ELOS Manufacturing
01.2021 - 04.2023
Continuous Improvement Manager
Milwaukee Tools
09.2018 - 12.2023
Production Manager (Plant Manager)
Smith & Nephew
01.2013 - 05.2018
Lean Engineer /Project Engineer
Smith & Nephew
11.2011 - 01.2013
Master of Business Administration -
Belhaven University
Bachelor of Science - Industrial Technology
Southern Illinois University
Associates of Science - Electrical Engineering Technology
Southwest College
Associates of Science - Mechanical Engineering Technology
Southwest College
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