Professional Documents
Culture Documents
SHUDER
Carlsbad, CA 92011 (760) 431-0301 cell: (760)-712-6496 tshuder@roadrunner.com
PROFESSIONAL STRENGTHS
A positive attitude and management style resulting in high levels of team productivity and profitable breakthroughs. Identifies, analyses and solves complex, systemic issues that hamper profitability. Correlates manufacturing and operational activities to P&L performance to implement cost improvement projects. Utilizes lean manufacturing and six sigma methods to improve product flow, quality and on-time delivery. Diversified multi-plant and international experience. Proven leadership in start-ups, expansions, relocations and rebuilding situations. An agent for change. Strong interpersonal skills; builds teams that function independently. A skillful mentor. Projects solid organizational, presentation and communication skills to elicit teamwork and change as needed. Extensive customer and supplier relationship-building, promoting successful account development and sales volume.
SUMMARY OF QUALIFICATIONS
P&L Experience Business Plans Operations Capital Budgets Presentations Consumer Products Team Solutions Supply Chain Lean Mfg. Startups Turnarounds Six Sigma Composites Metals Adhesives Aerospace Formulations Clean Rooms Electronics Coatings Sales Support Project Mgmt. Medical Devices ISO9002 ISO13485 21 CFR 820 cGMP Shingo Metrics
Served on a steering committee to attain certifications for the manufacturing of aerospace and medical devices products.. Executed the gap analysis between the requirements of the domestic and international standards (AS9100 and cGMP, 21 CFR Part 820, ISO 13485) to those of the current quality system.. Defined and documented the processes and procedures found lacking in the gap analysis. Was a principle participant in the registration audit. Results: Successfully achieved registration to the ISO13485 standard within 7 months and the AS9100 within 10 months. Manages a staff of 14 to implement Lean Manufacturing techniques (5S, value stream mapping, DMAIC, etc.) and metrics to track progress toward goals ( internal metrics, DPMO, statistical analyses, DOE) Results: Steady, continuous, and sustained progress has been made in all metric categories. Manufacturing cycle time reduced from 14 to 6 days.
Result: The throughput/productivity of each department was improved by an average of 25%. The average factory lead time was reduced from 3 days to less than 24 hours. Operational excellence changed an annual net loss of 15MM into an annual net gain of 6MM. The Finished Goods Inventory area was disorganized and the number one source of customer complaints (wrong shipments, late shipments, non-shipments). 1. 2. 3. 4. 5. 6. Performed Value Stream Mapping of the inventory pull process to identify inefficiencies. Implemented a 5S program to simplify, standardize, and sustain the process: Eliminated palletized storage and dependence on a forklift. Minimized the storage space by converting to smaller bin locations for manual retrieval. Utilized barcode technology to assign bin locations for product stocking and retrieval. Setup a WIFI network to dynamically download the barcode data to the ERP system.
Result: No customer complaints regarding inventory pulls. Manpower in the area was reduced from 5 to 2. The space of the inventory area was reduced from 12,000 to 3,500 square feet.
(1994-1998)
Exponential growth in sales was causing late deliveries and quality problems with the steel and titanium golf head supply chain. Inventories of unmatched components were growing. Managed the international supply chain (China, Taiwan, Mexico) for quality and delivery problems. Performed product flow mapping at each of the vendors facilities and made the following changes: 1. 2. 3. 4. Implemented smaller batch sizes to reduce queue times and shorten the total process cycle time. Redesigned product flow to process components as matched sets instead of identical parts. Reordered the process steps, inserting AQL inspection at critical process steps. Developed/started up a limited but flexible in-house manufacturing facility to satisfy critical needs.
Results: Average lead times from our supply chain were reduced from eight to three weeks. Inventory levels were reduced by 40%. The improvement in supplier quality allowed us to reduce our incoming inspection labor by 65%. On time supplier deliveries improved from 70 to 95%. Increase the profit margin of an existing, high-volume product line. Targeted the product component with the highest DM cost. Substitutions with lower cost raw materials were made possible with slight design modifications. Result: A cost reduction of $3 per unit; $4.5 million annualized. Performance was equivalent.
Materials & Process Engineering Group Leader, Hexcel Corporation, AZ and CA (1985-1994)
(Manufacturer of Aerospace and Electronic Materials - Product Development, Startup) Part of a small research team that developed and qualified radar absorbing (stealth) materials for the B-2, F117 and YF22, leading to the winning of contracts from Boeing, Northrop and Lockheed resulting in sales totaling in the hundreds of millions of dollars. Supervised the analytical (chemical characterizations) and mechanical/environmental test labs. Utilized DOE (response surface) methods to develop manufacturing processes and chemical formulations for new product development. Startup of a new 270,000 square foot facility to supply composite materials for Air Force stealth programs. Prepreg, printing and lamination equipment were sourced, installed and started up successfully. Start-up completed 3 months ahead of schedule and 10% under budget.
EDUCATION
Grove City College, Grove City, PA B.S. Chemical Engineering