Jamar Walker

• Monitored and supported progress of plant production orders.
• Assisted in the development of annual budgets, ensuring efficient allocation of resources for maximum output.
• Supported Plant Manager in establishing strategic objectives for the facility, aligning with broader company goals.
• Provided direction and leadership to all levels of employees and managers.
• Identified and resolved process and equipment issues to minimize production downtime.
• Gained valuable experience, applying learned concepts directly into relevant work situations.

• Provided technical assistance to production team when issues arose.
• Developed a Capacity Model to determine the qty amount of stations and associates needed for an operation.
  We determined we needed 40 Associates, with a 10% Absentee Rate built in, to maintain an 89%+ efficiency moving from 2 shifts to 1 shift. This improved our productivity from 85% to 105%, a 20% increase.
• Co-Leader of VSM leading to Kaizen Projects improving our safety, quality, delivery, and cost. For example,

-Kaizen Project: Layout Change-We moved our Eastman Cutting machine closer to our Fabric Department reducing the Material Handing Cycle Time by 60 secs, and our Cutting Cycle Time 9 seconds, giving the Plant savings of $25,715.

-Kaizen Project: Cutting Cardboard-Implemented lift carts for our operators to prevent cutting cardboard outside the safety zone. This reduced our Risk Rating on our Ergonomic Assessment 38%.

• Optimized manufacturing processes by implementing continuous improvement initiatives and lean methodologies. For example, Remodeled our Hardware Assembly Department by removing work tables and implementing workstations to reduce motion, transportation, defects, and inventory waste.
• Implemented Hour‐by‐Hour, MDI/DOI Boards to keep track of Production and Hardware meeting our daily goals and determining the root cause of any issues.
• Implemented standardized work instructions, enhancing operator understanding of critical tasks and improving workflow consistency.
• Developed a Shade Balance Chart and Process Maps to determine where our bottle necks are within our processes. For example, we implemented another packing station
  for Production to flex our capacity from 250 bands per shift to 300 bands per shift during our peak season.
• Improved process safety by conducting hazard assessments and implementing risk mitigation measures.
• Conducted root cause analysis(5 Whys, Fishbone) to identify, prioritize and eliminate process losses.

• Managed the daily production function for three areas, Hardware, Fascia, and Assembly for 2nd Shift (25-30 Employees)
• Participated in pre-shift meetings to communicate expedited orders, review safety, quality, delivery, and cost issues
• Managed staffing for respective areas to meet ongoing production requirements
• Participated in layout kaizens
• Championed continuous improvement activities and mentored team leaders in the use of lean philosophies and tools
• Coordinated pass down communication/documentation between shifts
• Cross Trained staffing to maintain our daily production goals of 200+ earned hours
• Helped implement and train on new SAMS and FRN systems that helped monitor inventory and reduced cost

• Managed the daily production function for one area, Assembly (8-13 Employees)
• Coordinated pass down communication / documentation between shifts
• Trained on production line machinery and process
• Cross Trained staffing to maintain our daily production goals of 200+ earned hours