- Composing
- Creating Youtube Music Videos
- Practicing Piano
- Astronomy Astrophotography, and Astrophysics
- Archery
- Book Collecting
- Musical Score Collecting
- Chess
- Martial Arts (Shotokan Karate)
- Reading
- Animal Care
- Horseback Riding
- Watching Movies and TV Shows
- DIY and Home Improvement
Michael Carson
Nevada,Texas
Summary
Results-driven and technically sophisticated professional with over 30 years of pioneering experience in manufacturing, possessing a strong foundation in Lean Manufacturing, Process Development, and Process Improvement. Proven expertise in project management methodologies such as DMAIC, Six Sigma, and Kaizen, complemented by hands-on operational and engineering skills. Adept at enhancing production efficiency through strategic Production Cell Design, Value Stream Mapping, and Root Cause Analysis while maintaining a consistent focus on cost reduction and process optimization. Proactive leader committed to fostering innovation and collaboration within teams to achieve operational excellence.
Overview
31
31
years of professional experience
Work History
Continuous Improvement Senior Manager
General Dynamics Ordnance and Tactical Systems (Repkon-USA)
04.2024 - 10.2025
- Company Overview: General Dynamics Ordnance and Tactical Systems is a premier provider of ordnance weapons and tactical systems to the U.S. Department of Defense and allied nations. Our products can be found with every U.S. military branch and with allies around the world. The Garland Facility is a fifty-acre operation with 40+ manufacturing sites. The manufacturing sites are enormous, open air structures where the operation of anything from rows of multi-ton forges to the pressing and welding of 2,000-pound bomb casings takes place.
- The Continuous Improvement Senior Manager is responsible for process optimization and continuous improvement through data driven problem solving. This position is responsible for bringing the cross-functional organizational initiatives and internal improvement projects to successful completion while supporting the General Manager on strategic planning and the quest for operational excellence.
- Conduct the Lean Steering Committee monthly meeting with the Senior Staff.
- Facilitates a minimum of 4 CI Events per quarter; however, 5 or 6 CI Events per quarter was typical.
- Upon completion of the quarter’s 4 required events, all staff receive a “Gain Sharing” bonus.
- The General Dynamics Continuous Improvement Cultural Methodology (Path to Project Leadership)
- Every Lean Event must be championed a Lean Tool Expert Rated associate
- There are three phases of technical development for each Lean Tool
- The Lean Tool Kaizen Participant
- The Lean Tool Kaizen Leader
- The Lean Tool Expert
- The General Dynamics Continuous Improvement Cultural Methodology (Standard Event Types)
- 5S Sort, Set in Order, Shine, Standardize, and Sustain
- TPM Total Productive Maintenance
- VSM Value Stream Mapping
- TPI Transactional Process Improvement
- SMED Single Minute Exchange of Die (Rapid Changeover)
- SW Standard Work
- CISP Continuous Improvement Special Project
- Notable Continuous Improvement Events at General Dynamics which I facilitated, led, or participated in between April 29th, 2024 to Present.
- Three Value Stream Map (VSM) Events
- Small Diameter Bomb Production Process: Streamline the production processes for small bomb manufacturing in Building 8.
- Small Diameter Bomb Lug Production Process: Implementation of Single Piece Flow
- 3813 Forging Production Line: Handwork 1, 2, 3, & Final - Reduction of Units Per Hour
- Two Transactional Process Improvement (TPI) Events
- Forge Contract Review
- Forge Proposal Process
- Two SMED Events
- Mark 84 to Mark 83 - Rapid Change Over from 2,000 lb. bomb casing to 1,000 lb.
- Mark 83 to Mark 84 - Rapid Change Over from 1,000 lb. bomb casing to 2,000 lb.
- Three Total Productive Maintenance (TPM) Events
- Shot Blast 1752 - Increase MTBF
- Forge Dye Penetrant Operations – Increase MTBF
- JASSM Painting Process (Bunker Busters) Reduction of HPU
- Notable 5S Events
- Buildings 24A, 24B & 36
- Building 7 Southwest Corner
- Building 7 South Side
- Building 7 Northwest Corner
- Buildings 18A & 19A
- Buildings 18B & 19B
- Forge Hot Inspection Area
- Building 25B Tumbler and Fixture Area
- Building 25A Forge Raw Material Area
- Building 23 Awning Location
- Building 23 Zoning - 5S Zones
- Building 24 The Hill’s Exterior
- Building 24 The Hill’s Interior
- Building 17 Paint Storage Location
- Building 28 The Pad’s Exterior 1,000,000 Lbs. Scrap Iron ($55,000)
- Building 28 The Pad’s Interior 2,000,000 Lbs. Scrap Iron ($110,000)
- Building 28 Pipe Yard
- Led cross-functional teams to streamline production processes and enhance operational efficiency.
- Mentored junior managers, fostering skill development and promoting best practices across departments.
- Analyzed operational workflows, identifying bottlenecks and proposing data-driven solutions for improvement.
- Coordinated with engineering teams to ensure alignment on product specifications and quality standards.
- Established performance metrics to assess team effectiveness and drive continuous improvement efforts.
- Provided strong leadership to enhance team productivity and morale.
- Led cross-functional teams to achieve project milestones and deliver high-quality results.
- Improved team performance by providing comprehensive training and fostering a collaborative work environment.
- Managed large-scale projects and introduced new systems, tools, and processes to achieve challenging objectives.
- Mentored junior staff members for skill development and career progression within the organization.
- Demonstrated exceptional adaptability in navigating complex situations or rapidly changing environments with ease.
- Implemented innovative solutions to overcome challenges, leading to enhanced productivity levels.
- Championed process improvement initiatives that led to significant cost savings without compromising on quality standards.
- Held monthly meetings to create business plans and workshops to drive successful business.
- Spearheaded change management efforts for seamless adoption of new systems or processes among employees.
- Led strategic planning sessions to align departmental goals with overall company vision, fostering cohesive growth strategy.
- Developed and executed successful training program for junior managers, equipping them with essential leadership skills.
Senior Manager of Continuous Improvement
General Dynamics
04.2024 - 10.2025
- Led cross-functional teams to develop strategic initiatives aligning with corporate objectives.
- Implemented process improvements resulting in enhanced operational efficiency and reduced costs.
- Mentored junior managers, fostering professional development and enhancing team performance.
- Directed program management efforts, ensuring adherence to timelines and budget constraints.
Process and Continuous Improvement Leader (Eastern Division)
Keytronic
02.2021 - 10.2023
- Company Overview: Keytronic is a Manufacturer of Complex Circuit Boards for Aerospace, Telecommunications, Defense, and Medical Devices.
- Responsible for Process and Continuous Improvement projects and activities for the Keytronic facilities in Fayetteville, Arkansas, Corinth Mississippi, and Oakdale, Minnesota.
- Initiated, led execution, and managed documentation of improvement projects throughout the three manufacturing facilities of the Eastern Division
- Production Cell Development Activities.
- Determined the scope of production requirements per customer expectation.
- Production Cell Layout planning.
- Resource acquisition.
- Physical realization.
- Production Cell Efficiency Activities.
- Safety and Ergonomic considerations for all processes.
- Cycle Time Studies to find line balance and identify bottlenecks.
- Process Flow evaluation.
- Identification of waste.
- Product movement
- Excessive WIP
- Excess amounts or insufficient quantities of Raw Materials
- Point of Use Inventory system (Kanban).
- Point of Use Quality system.
- Development of Intelligrated Cell – $6m projected annual revenue - (Fayetteville, Arkansas)
- Development of LazyBoy Cell – 12m projected annual revenue - (Fayetteville, Arkansas)
- Overall Floor Layout Renovation (Fayetteville, Arkansas)
- Special Projects (Fayetteville, Arkansas)
- Kicker Potting Process – Improved output from 383%
- LazyBoy ICT Process – Improved yield from 62% to 100%
- SMT Model Change Time Reduction – Using the SMED process, SMT changeover time was reduced from 2 hours average to an average of 12.5 minutes.
- Potter Surge Management
- 5S implementation throughout the facility
- Special Projects (Corinth, Mississippi)
- Efficiency Improvement to the TankLink production line - $15m projected annual revenue
- Efficiency Improvement to the Taco production line – $5m projected annual revenue
- Efficiency Improvement to the SMT Line 6
- 5S implementation throughout the facility
- Special Projects (Oakdale Minnesota0)
- Reconfigured the entire Receiving department.
Continuous Improvement Leader
Creation Technologies
11.2014 - 12.2019
- Company Overview: Creation Technologies (a 5-time recipient of the Circuits Assembly Service Excellence Award) is a Manufacturer of Complex Circuit Boards for Aerospace, Telecommunications, Defense, and Medical Devices.
- Initiated, led execution, and managed documentation of all Kaizen Activities throughout the manufacturing facility.
- 114 Kaizen Events / Blitzes Were Executed Between January 2018 and December 2019.
- Highest Revenue Driving Kaizens During Tenure.
- Development of the Revolution Retail Services Production Line.
- Development of the TrellisWare Shadow Production Line.
- Production Revenue Tracking Initiative.
- Daily revenue trend charts.
- Monthly revenue trend charts and Histograms.
- Published periodically to the entire business unit.
- Lean Tracking Initiative: Method of rating the Lean condition throughout the primary manufacturing elements.
- Lean Activities Involving Customer Interface.
- Lean collaboration and open knowledge sharing with customers.
- Continuous Flow
- Lean Culture.
- Gemba walks by Leadership Team.
- Proper resources have been deployed within the business unit to support Lean Thinking
- Team Development and Training Initiatives.
- Lean Thinking in Action.
- Day long course covering vast array of Lean Concepts.
- 5S+1 Training.
- Hour long Training Module focusing on the basics and applications of the 5S+1 System.
- OEE (Overall Equipment Efficiency) Training.
- Hour long Training Module focusing on the theoretical and practical applications of the OEE Calculating System.
Manufacturing Engineer
Galt Medical Corporation
11.2012 - 01.2014
- Company Overview: Galt Medical is a Development and Manufacturer of Sophisticated Medical Devices for Surgical Procedures
- Led in project planning and execution of new product processes for development of Design Projects by conducting validations and verifications of Input / Output characteristics aligned with Risk Management activities (ISO 14971).
- Supplied technical training and project leadership to 12 production supervisors and technicians for the company’s Guidewire Division.
- Lead failure investigations via FMEA and Root-Cause Analyses activities for process nonconformance (NCMR, CAPA, and Customer Complaints) for Class II medical devices.
- Improved product quality, labor efficiency, and throughput with Lean Manufacturing Concepts, Takt Time, Yield Requirements, and OEE implementations with Value Stream Mapping Methodologies.
- Developed a completely revolutionary method for daily (by shift as well) correct calculation.
- Thorough and accurate series of Time Studies performed per process.
- Use of a “fluid” cycle time by which production expectations (Planned) of each model are or are not met.
- The system also boasts the breakout metrics associated with the OEE Value in which Availability, Performance, and Quality are measured.
- All these metrics are entered per shift per production line allowing Management and Front-Line Assemblers to visually see what is happening in each of the indices.
- Trends can be detected.
- Assignable Causes can be found.
- Countermeasures can be developed, executed, and quantified as solid, tangible evidence of success.
- Coordinate the design, procurement, build and debug of tooling, machinery, and test equipment by performing Process Validation Activities (installation Qualification, Operational Qualification, and Performance Qualification) compliant with 21CFR 820 and ISO 13485.
- Documented standard for Manufacturing Descriptions (Operation Standards).
Sr. Lean Manufacturing Consultant
Galt Medical Corporation
06.2011 - 11.2012
- Led an extremely successful Kaizen Project on the reduction of Black Spots in the resin used in the production of dilators in the Molding Department (sustained a 95% improvement).
- Led process improvement initiatives including process experimentation, process design, process optimization, process control, and process definition and documentation to reduce waste and achieve continuous improvement.
- Led Lean Manufacturing initiatives to improve safety, reduce cycle times, improve productivity, find and create capacity, improve process reliability, and improve customer satisfaction with respect to on time delivery, yields, and quality. Developed, deployed, and supported standard work for all processes.
- Collaborated with Quality and Production Supervisors to help ensure operator training and ability.
- Executed and managed process engineering change, and reviewed processes to include control over process parameters, methods, tooling, etc.
- Developed expert level competency in core process technologies and knowledge of equipment and manufacturing technological changes.
- Participated in the organization’s leadership team and actively supported their decisions.
- Created an OEE System for the Injection Molding Department which showed an improvement of 8.5% since January 2012.
TPM Systems & Lean Manufacturing Manager
Sanden International
10.2009 - 04.2011
- Company Overview: Sanden International is the World’s Largest Independent Manufacturer of Automobile AC Air Compressors
- Managed all Lean Activities for all Autonomous Maintenance Teams.
- Managed all critical metrics for monthly reports to Executive Management.
- Overall Equipment Efficiency (OEE).
- Machine Failure: Root Cause Analyses and Necessary Countermeasures.
- Reduced Plant Wide Overall Machine Failure by 5%.
- Line Responsible Defects: Root Cause Analyses and Necessary Countermeasures.
- Reduced Plant Wide Line Responsible Defects by 7%.
- Lead several Kaizen Teams that included cross-functional involvement with various manufacturing departments.
- TR Finish Line reduced Changeover time by 45%.
- SD7 Finish Line reduced Changeover time by 65%.
- This Kaizen Project achieved a competitive place in the 2010 Block Convention.
- Reported directly to customers on Improvement Projects pertinent to their product and the results of those projects.
- Honda: 2D Scanning Project.
- Volkswagen: Developed 37 Video Training Modules for the new PX Production Line.
TPM & Lean Manufacturing Coordinator
Sanden International
12.2007 - 10.2009
- Worked with Honda North American Technical Group learning and applying the Honda 3P Lean Techniques.
- Applied the 3P Techniques to the SIA Uni-Coil Line to increase efficiency by 56%.
- Applied the 3P Techniques to the SIA TR Finish Line increasing efficiency by 27%.
- Applied the 3P Techniques to the SIA Parts Manufacturing Casing Line increasing efficiency by 30%.
TPM Support
Sanden International
12.2005 - 12.2007
- Supported 23 TPM Teams with a “Hands-On” approach.
- Trained all business unit’s associates on aspects of TPM and Lean Manufacturing.
Front Line Operations
Sanden International
04.1995 - 12.2005
- Learned and operated all Manufacturing Front Line Processes for the TR Finish Line.
- Promoted to Repair Technician for the TR Finish Line.
- Promoted to Relief Technician for the TR Finish Line.
- Promoted to Autonomous Maintenance Leader for the TR Finish Line.
- Promoted to Lead (Production Worker 6) for the TR Finish Line.
- Contributed directly to the receiving of Japan’s “TPM Special Award”.
Education
Doctorate - Music Composition
University of North Texas
Denton, TX05-1994
Masters - Music Composition
North Texas State University
Denton, TX05-1987
Bachelors - Music Composition
University of Southern Mississippi
Hattiesburg, MS08-1984
Skills
- Certified Lean Six Sigma Green Belt
- Certified Lean Six Sigma Black Belt
- Advanced OEE techniques
- Leadership and facilitation expertise
- Development and delivery of training programs
- Experience with FDA guidelines
- Strong relationship-building abilities
- Strong organizational abilities
- Adept at producing professional documents and presentations using Microsoft Office
- Process optimization expertise
- Evidence-based decision making
- Comprehensive documentation skills
- Employee talent development
- Experience in industrial engineering practices
- Cross-functional team management
- Operational efficiency enhancement
- Analytical problem-solving
- Team collaboration enhancement
- Project planning and prioritization
- Staff skill enhancement
- Conflict resolution proficiency
- Clear interpersonal communication
- Skilled in prioritizing concurrent responsibilities
- Employee development coaching
- Tracking performance outcomes
- Process improvement
- Team leadership
- Collaborative team development
- Event planning proficiency
- Measurable goal planning
- Data-driven decision making
- Effective task prioritization
- Efficient time management
- Effective conflict resolution
- Meticulous attention to detail
- Proficient in time management
- Proactive maintenance strategies
- Respectful interaction
- Team development
- Creative idea generation
- Proficient in MS Office
- Strong organizational abilities
Interests
Timeline
Continuous Improvement Senior Manager
General Dynamics Ordnance and Tactical Systems (Repkon-USA)
04.2024 - 10.2025
Senior Manager of Continuous Improvement
General Dynamics
04.2024 - 10.2025
Process and Continuous Improvement Leader (Eastern Division)
Keytronic
02.2021 - 10.2023
Continuous Improvement Leader
Creation Technologies
11.2014 - 12.2019
Manufacturing Engineer
Galt Medical Corporation
11.2012 - 01.2014
Sr. Lean Manufacturing Consultant
Galt Medical Corporation
06.2011 - 11.2012
TPM Systems & Lean Manufacturing Manager
Sanden International
10.2009 - 04.2011
TPM & Lean Manufacturing Coordinator
Sanden International
12.2007 - 10.2009
TPM Support
Sanden International
12.2005 - 12.2007
Front Line Operations
Sanden International
04.1995 - 12.2005
Doctorate - Music Composition
University of North Texas
Masters - Music Composition
North Texas State University
Bachelors - Music Composition
University of Southern Mississippi
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