JosephCoffmanResume (1)

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JOSEPH L COFFMAN 1134 Camper St. Pulaski, VA 24301 – 941-447-9741 – joseph.coffman@yahoo.com OBJECTIVE V.P. Continuous Improvement My goal is to successfully lead your organization to operational excellence through Continuous Improvement Program initiatives and deployments. As your company embraces the culture change to a Lean Enterprise and Six Sigma, you need someone with proven international experience to lead the way. If you take the time to discuss how I can help your organization, you wil
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   JOSEPH L COFFMAN 1134 Camper St. Pulaski, VA 24301 – 941-447-9741 – joseph.coffman@yahoo.com OBJECTIVE V.P. Continuous Improvement My goal is to successfully lead your organization to operational excellence through ContinuousImprovement Program initiatives and deployments. As your company embraces the culturechange to a Lean Enterprise and Six Sigma, you need someone with proven internationalexperience to lead the way. If you take the time to discuss how I can help your organization, youwill discover I am the leader your company needs to develop your culturally diverse environment. PROFILE ã 12+ years experience as professional manager ã Holistic approach to Continual Improvement and Lean Six Sigma activities ã Integration of all employees into the culture of continual improvement ã Responsible for creation and rebirth of Lean Six Sigma initiatives in a variety of industries ã Execution of policy deployment and translation of objectives to all levels of workforce ã College instructor of Six Sigma and Project Management principles ã Organized, highly motivated problem solver ã Facilitation of project scoring and selection matrix for executive prioritization and decisionmaking ã Future-minded strategic planning ã Mentor and leader for management and production associates ã Able to win respect of factory floor associates, technical staff, and executives alike ã Negotiation experience during program execution with contractors and vendors ã International consultant of Lean, Six Sigma, Project Management, and Continuous ProcessImprovement ã Proven ability to motivate all staff levels, from floor personnel to Chief Executives ã Able to direct complex projects from concept to fully operational status including developmentschedules and earned value reporting and analysis ã Goal-oriented with strong leadership capabilities ã Ability to help other business leaders achieve their area goals by ensuring projects are alignedwith the strategic needs of the business and support their objectives RELEVANT EXPERIENCE & ACCOMPLISHMENTS Continuous Improvement Leadership ã Successful deployment of Lean Production Systems, a.k.a. Toyota Production Systems atmedium to large manufacturing organizations (1000 – 7000 employees) ã Achieved results consistently during Lean Six Sigma implementations ã Managed activities for Lean Coordinators, engineers, production managers and qualitypersonnel during Lean Production System daily and weekly SQDEC roll-up meetings ã Facilitated Visual Factory development and deployment at various manufacturing locations ã Driver of Standard Work, making problems visible, kaizen improvementswww.efficiency100.comwww.jcoffman.comPage 1 of 5   JOSEPH L COFFMAN 1134 Camper St. Pulaski, VA 24301 – 941-447-9741 – joseph.coffman@yahoo.com Program Management ã Successfully established Lean Production System and Six Sigma process improvement programsat multiple companies growing the departments to hundreds Black and Green Belts in total ã Established project management programs at multiple companies ã Facilitated Six Sigma projects and managed Black and Green belts to achieve millions in costsavings and revenue ã Managed multi-million dollar operational control system projects ã Managed multi-million dollar residential and small commercial construction projects ã Develops project management repositories and reporting systems for easier management of multiple projects and resource utilization ã Developed project dashboards, tracking systems and metric reporting ã  Train large corporations in Lean, Six Sigma, & Minitab ã PMP Exam Prep training events ã Regularly develop business cases ã Implemented MS Project Server for helping to manage the project landscape, tracking andmanaging PM’s, and ensuring one version of project truth in data ã Developed Black Belt and Green Belt training materials and curriculum for use at manycompanies ã Chosen provider for Lean Six Sigma Black Belt and Green Belt Certifications at St. PetersburgCollege Corporate Training ã Curriculum developer for the Lean Six Sigma certification program at St. Petersburg CollegeCorporate Training Management/Supervision ã Directed project management activities for more than 100 employees ã Develop and manage performance management objectives ã  Trained, supervised and evaluated staff, coached improvement skills ã Upgraded technical workforce abilities by introducing Green Belt and PM skills into theirperformance objectives EMPLOYMENT Director of Continuous Improvement  Alliant Techsystems (ATK) – Radford, VA ã Leader of the Performance Enterprise System and Reliability Engineering ã Accountable for bottom-line results and substantial EBIT challenges ã Responsible for policy deployment and strategic objective development ã Leader of Lean Production or Toyota Production System deployment and associatedactivities ã Implementation of the Visual Factory across entire operational facility, which includes10 distinct plants and 1300+ employees, with 900+ direct labor ã Responsible for Standard Work implementation and driver of Maynard OperationSequence Technique (MOST) at facility with development of many engineers ascertified MOST analysts ã Leader of Six Sigma activities, including program development, training activities,project leader development, and operational deployment ã Creation of Kaizen activities system for support of the Visual Factory 2008-Present  VP of International Process Excellence Process Improvement, LLC - Bradenton, FL ã Principle consultant and Lean Production System deployment leader for team of 6consultants in project activities, training initiatives, and Lean Six Sigma projectimprovement activities ã Generate new business opportunities, proposal development and contract execution ã Win support and develop commitment from executive leadership for processimprovements, training and project concept and initiation 2006-2008 www.efficiency100.comwww.jcoffman.comPage 2 of 5   JOSEPH L COFFMAN 1134 Camper St. Pulaski, VA 24301 – 941-447-9741 – joseph.coffman@yahoo.com Manager of Process Innovation & Excellence   PSCU Financial Services - St. Petersburg, FL ã Lead new Lean Six Sigma project management initiative ã Win support and develop commitment from senior leadership for processimprovements ã Supervise process improvement project managers and leaders in the DMAIC projectprocess ã Developed base DMAIC project plan for use throughout the organization 2007-2008 Master Black Belt Smith and Nephew, Medical Device Manufacturing – Largo, FL ã Responsible for culture change throughout Largo Operations – Six Sigma and ProjectManagement Program development ã Led Lean Six Sigma deployment activities at Largo and additional US locations – alsostrategic partner locations ã Managed more than thirty Black Belts and Green Belts in their improvement activities ã Created project tracking and updating system to help management receive projectstatus reports and to help manage the multi-project landscape as well as the ever-present resource capacity issues ã Led an initiative to change the operational efficiency throughout Largo Operations. The $200k project to develop and install a shop floor OEE system was an unqualifiedsuccess and shifted the entire organization operational efficiency greater than 5% ã Conducted 5 waves of Six Sigma Training which include: In-house Green & BlackBelts, outside vendors, Green, Black Belts, & MBB’s in Smith & Nephew OrthopedicsDivision, and NuCryst Pharmaceuticals in Canada. Additionally, the entiremanagement team received Six Sigma DMAIC overview training (Yellow Belt) in bi-weekly sessions of 3 hours each 2004-2007 Black Belt IMC Phosphates, Chemical Manufacturing – Mulberry, FL ã Project Manager of various Six Sigma projects in plant operations to increaseproduction and efficiencies and to reduce production variability, defects, downtime,and waste - Completed six projects totaling more than $5MM in savings or revenue ã Coached and managed multiple Action Workout ™ project teams to affect processchange and achieve bottom-line results in sixty days or less – Quick, schedule-drivenimprovement projects ã Developed and delivered Six Sigma Green Belt training program ã As part of the first Six Sigma project at IMC, initiated, developed business case, andsuccessfully completed an automatic reagent blending, batching, and deliverysystem - Reduction in variability of the blended reagent changed from a processcapability resulting in 2.5% in-spec product to 99.999% in-spec product ã Successfully managed four Advanced Process Control development projects. The $8-millon projects spanned three years of implementation 1999-2004 Process Control Engineer Boeing – Kennedy Space Center, FL ã Managed development and implementation project for Advanced Process Controlstrategies for predicting process pressures and flows of liquid hydrogen fuel andliquid oxygen oxidizer during the pre-launch filling of the Space Shuttle’s externaltank ã Implemented automatic PLC-based checkout procedures for a high-pressure system -System reduced the time required to pressure check the system from five days toseveral hours ã Developed application procedures for the testing the system hardware for the enginecontrol unit (ECU) of the Delta-IV rocket 1998-1999 www.efficiency100.comwww.jcoffman.comPage 3 of 5   JOSEPH L COFFMAN 1134 Camper St. Pulaski, VA 24301 – 941-447-9741 – joseph.coffman@yahoo.com Engineer, and Intern and Fellowship NASA – Kennedy Space Center, FL ã As Engineer, developed Advanced Process Control strategies for use during the fueland oxidizer loading of the Space Shuttle’s external tank ã As part of my Master’s thesis, and through internships and fellowships, developedAdvanced Process Control strategies for use during the fuel and oxidizer loading of the Space Shuttle’s external tank 1996-1998 www.efficiency100.comwww.jcoffman.comPage 4 of 5
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