Consultant, Kevin Kennedy Associates Inc.
Providing expertise in six sigma and lean manufacturing, TPS, pump and electronic testing equipment manufacturing, quality assurance and continuous improvement,
failure analysis, forensic investigation and analysis,
product liability expert witness testimony, and related expertise to a wide variety of clients.
Executive Consultant, Six Sigma Consulting firm
Worked with Fortune 100 companies training and implementing six sigma and lean systems. Served as lead consultant on site working with and guiding the senior management in the overall rollout and integration of lean and six sigma into operating systems and supervised 10-15 Lean and six sigma black belts and master consultants.
President, Tuthill Transfer Systems, Fort Wayne, IN
Was responsible for oversight of four separate companies that functioned in the petroleum equipment market (pumps), electronic equipment market (tank gauging and flow control) for gas and other liquids, agricultural markets (pumps and closed transfer devices) for control of chemicals used in crop control and special metering devices for flow control and monitoring of various liquids such as fuel. Led and continued the lean manufacturing system implementation. Held numerous Kaizen events, all focused on cell formation, 5S, Kanban, Standard work, Poke-Yoke, Problem Solving, SMED and other elements of the Toyota Production System. Implemented a sales and operations planning (S&OP) function focused on demand-capacity to permit proper understanding of demand and forecasting. This system permitted proper TAKT time calculations at the cell level based on forecasting. Improved the on-time delivery from 62% to 91% using the concepts of one-piece flow and TPS. Introduced the Policy Deployment concept for strategic planning and “breakthrough” management. This permitted a focused effort based on our strategic plan. Improved the Net Income from 2% on $65 million to 7.5% on $60 million, generating $3 million in additional profit. This was attained through the use of lean manufacturing systems, significant inventory reduction and asset/expense control.
Director of Operations, Delta Consolidated, Danaher Corporation, Jonesboro, AR
VP & GM, Joslyn Manufacturing Company, Danaher Corporation, Chicago, IL President, Joslyn Manufacturing Company, Danaher Corporation, Chicago, IL Danaher has embraced the Danaher Business System DBS using the Toyota Production System and Six Sigma. Implemented Danaher Business System (Lean mfg) and Six Sigma at Delta which resulted in sales and profits going from $78 million and 3% to $120 million and 15% respectfully over a 4-year period. A plastic blow molding plant was totally transformed in terms of operations from a “batch” molding operation to a fully cellular one-piece flow operation. Transformed a steel and aluminum storage container operation and a plastic molding operation into full one-piece flow from a “batch” welding and molding operations. On-time delivery increased from 60% to the high 90% range. Inventory was reduced from $400,000 to $45,000 at the plastic molding facility and from $2.6 million to $1.3 million in the storage container facility over 3 years. Introduced six sigma and lean manufacturing concepts which reduced scrap and rework from an unusually high 7% of production to under 1% over 4 years. Introduced the concept of Design for Manufacturability for new products that resulted in new product cycle time reduction from 6 months to an average of 4 weeks. On floor cycle time was also reduced from 4 weeks to 1 day from raw stock to finished goods. This was a result of TPS implementation of cells and elimination of parts during design using DFM. Delta’s engineering team developed an automation cell for welding a high volume product that included a full cell concept, Poke-Yoke, Kanban and standard work that reduced the manpower required from 4 people to 1 operator. Six-sigma concepts were used to eliminate leakage of container lids by focus on the break press bending techniques. Once complete the lid was matched to the body Cpk indices to permit a close tolerance fit that did not leak when exposed to high volumes of water.
Director of Operations, Farr Company, Jonesboro, AR
Was responsible for two plants. Each plant was transitioned from batch fabrication and welding to cellular operations. Introduced Six Sigma for flame cutting, fabrication, welding of large structures reducing scrap from 6% to 2%. Rework of cut plate was substantially reduced due to cellular production and the six sigma effort. Reduced manpower requirements from 60 fabricators and 80 welders to 32 fabricators and 61 welders with an increased production output from $23 million to $27 million through the use of cellular techniques.
Director, Indiana Technology Center, IIT Research Institute, Chicago, IL
Consulted with industry to implement TQM, cellular manufacturing and Six Sigma. Personally consulted with over 50 different companies in many industries such as metals, plastics, paper, glass, and electronics. Acted as a contract instructor at the Motorola University 6-7 days a month instructing in all the six sigma courses offered by Motorola. Consulted with Motorola manufacturing operations in the field to help implement Six Sigma as a support for the training given at the University.
Vice President, Quality & Technology, Vice President Operations, Allied-Signal Corporation, Indianapolis, IN
Was responsible for a 250-man operation including all manufacturing functions. Reorganized the division to include a formal production control department, engineering department and a CAD/CAM function. Turned around a troubled warhead/projectile job by changing the processes and introducing statistical process control techniques. This job was 40% of the division’s volume. Increased plant capacity by 30% through the addition of MRP, CAD/CAM and process improvements.
Director of Quality Assurance, TRW Turbine Airfoil Division
Was responsible for a 300-person quality assurance organization for turbine blade/vane production facility. Direct reports included 3 quality assurance managers, metallurgical lab manager, division auditor, and advanced metrology group. Reported to division V.P.& GM.
VP Quality Assurance, Chesterfield Cylinder Corp., Enid, OK
Was responsible for the quality assurance of high-pressure cylinder production under the control of the U.S. Government D.O.T. Operations included forging, metal spinning, heat treatment, metal finishing, and painting. Set up all process control for a new plant start up to comply with D.O.T. requirements.
Marketing Manager, General Electric Corporation, Waterford, NY
Was responsible for the marketing and product development of silicone fluids, resins and sealants for the industrial and construction markets.
