Lance Williams

• Developed Operations Strategy for the implementation of LPW (Lindt Production Way) methodology focusing on driving efficiency and continuous improvement
• Trained and coached production management peers in LPW Methodology and lean manufacturing tools
• Developed manufacturing standards to improve consistency in production processes and for new items
• Analyzed data trends to identify areas for process improvement and cost reduction.
• Project Manager for continuous improvement projects totaling over $500K in labor and material savings over last 4 years
• Pillar Leader of AM, Training & Education, and Focused Improvement pillars for continuous improvement in the Lindt Performance Way methodology
• Led line trials for new product development and development of standards and routings
• Managed performance metrics to enhance operational efficiency in candy production.
• Collaborated with cross-functional teams to streamline processes and improve workflows.

• Preside over the direction and resource management of various projects and activities; identify and appropriately prioritize improvement projects and Kaizen activities.
• Develop implementation plans and verify execution of plans set forth.
• Serve as lead and implement assigned DPP (Danfoss Production Process) projects and Kaizen activities.
• Assure and maintain sustainability of lean projects.
• Ensure sustainability and maintain improvements of previous projects as well as all shop floor activities and projects.
• Confirm DPP tools and processes are utilized in all production areas.
• Work cross-functionally to facilitate process improvement goals and provide coaching/training to the organization to align with company goals and strategies.
• Collect and validate data for productivity targets and baselines.
• Ensure cooperation and knowledge sharing with other key change agents/offices.
• Perform in-shop floor audits. Support increase productivity and drive improvement of DPP system audit scores among all lines.
• Champion and drive enhancements of project specific KPI's such as OEE, scrap, re-work, WIP, etc.
• Facilitate and optimize Performance Management System (PMS) & RCPS process in factories.
• Increased productivity using SMED and RCA to achieve organizational target.

• Directed strategies for the implementation of continuous improvement methodology for ten plants across North America.
• Worked collaboratively to coordinate with plants in the development of continuous improvement labs for all technical WCM pillars.
• Led audit services for several plants for FCA, FPT, Magnetti Marelli, Iveco, CNHi to drive progress in World Class Manufacturing.
• Developed Continuous Improvement Competency Models for North America to ensure continuity for new leaders.
• Hosted monthly calls with plant WCM coordinators and Plant Managers to track against route maps, identify opportunities for support, and track key metrics.
• Performed routine on-site plant reviews with plant managers, WCM Coordinators, and Pillar Leaders to determine alignment with WCM methodology, route maps, KPIs, areas of weakness, support planning, and training needs.
• Directed Autonomous and Professional Maintenance projects for all plants with a combined savings of more than $1M.
• Developed and delivered training to World Class Manufacturing (WCM) management system for continuous improvement activities for all North American plants.
• Produced Growth and Knowledge criteria to increase rigor of continuous improvement activities in North America plants.

• Oversaw and directed strategies for the implementation of continuous improvement methodology for eleven plants across North America.
• Established training resources and provided training to infrastructure team for continuous improvement activities for all North American plants.
• Provided direct support and employed methodology for Autonomous and Professional Maintenance Pillars of WCM.
• Served as Professional Maintenance/World class Manufacturing Expansion Auditor for FCA and Magneti Marelli.
• Developed and established Growth and Knowledge criteria to increase rigor of continuous improvement activities in North America plants.
• Led Autonomous/Professional Maintenance and Workplace Organization projects for all plants in NAFTA with a combined year-over-year savings of more than $1M.
• Approved and implemented best practices for 64 plants.
• Initiated project strategies for individual plants to reduce losses due to NVAA, unbalancing, breakdowns, etc. utilizing Kaizen, 5G, 5W1H, SMP, and other WCM tools.

• Supervised a maintenance staff of 15 team members and multiple contractors who maintained equipment, buildings, and grounds over three shifts.
• Facilitated, coordinated, and maintained the leading PM program for all North American plants within the organization.
• Presided over a $2M+/year Plant Capital Budget for all projects from 2009 – 2011.
• Recaptured $190K annually via forklift reduction plan which consolidated needs of plant personnel and a rebalanced workload.
• Created and implemented strategies for the AM/PM Pillars of World Class Manufacturing for the Wichita Production facility resulting in savings of more than $430K.
• Established and directed strategies to eliminate losses due to machine breakdowns by 90% over a three-year period.
• Increased OEE by 12% on all plant machinery by eliminating breakdown losses due to lack of PMs between 2011 – 2013 for an overall plant OEE of 84%.
• Reduced MTTR by 37% through the implementation of 5S, Quick and Standard Kaizens, and enhanced team development.
• Directed team projects that resulted in MTBF over 7,000 hours by eliminating breakdown losses due to lack of AM/PM activity.
• Employed ambitious, thorough vendor negotiations to successfully reduce average contract expenses by 20%.
• Implemented assertive root-cause analysis on all breakdowns, increased effective PM’s, and restructured maintenance team to eliminate need for backfilling positions due to attrition leading to a 60% reduction in overtime.

Managed 42 production employees in operations for high-range skid and track steer construction equipment.

Developed cross-training matrix to enhance employee skill sets and utilization.

Planned and coordinated manpower assignments to achieve 22% productivity above target.

Addressed personnel issues promptly to maintain operational efficiency.

Drove daily production activities through effective communication and leadership.

Directed initiatives to improve safety, product quality, service, and cost efficiency.

Maintained current knowledge of technology and best practices in plant management.

• Led 48 employees, including 3 supervisors and team leads, in the manufacturing of van type ambulances, ensuring adherence to safety standards and production goals.
• Designed, trained, and implemented optimized production flows for van type ambulances, resulting in improved efficiency and reduced lead times.
• Developed and maintained ISO 9001 work instructions, ensuring compliance and quality standards across operations.
• Led Kaizen team projects, driving continuous improvement initiatives that yielded over $320K in savings through streamlined processes and reduced waste.
• Implemented quick, standard, and Major Kaizens to enhance quality, productivity, and cost efficiency within the manufacturing process.
• Effectively communicated and coordinated daily production activities, maintaining high standards of output and customer satisfaction.
• Trained and mentored staff in lean methodologies such as PDCA, Kaizen, Standard Work Instructions (SWI), One Point Lessons (OPL), Breakdown Analysis (BDA), and Root Cause Analysis (RCA)

2004–2005 Textron Fastening Systems Greenville, MS

Business Unit Manager

· Assisted in start-up of facility.

· Managed 40 + employees in a fast-paced high volume production facility.

· Initiated and executed Cellular Manufacturing through demand flow.

· Successfully managed production activities so all orders were shipped on time.

· Assigned appropriate manufacturing supervisor, assembler and operator duties.

· Determined suitable crewing requirements, scheduled employees and worked with Human Resources to meet changing production schedules.

· Addressed all personnel issues promptly and professionally.

· Created and updated department work instructions and reports on a regular basis