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1120 Pine Tree Lane
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| Libertyville, IL 60048-2564 |
| Phone: (847) 367-3371 |
| Fax: (847) 367-3346 |
| Cell: (847) 917-2450 |
| jim.kemp@comcast.net |
| www.jmkemp.com |
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OPERATIONAL EXCELLENCE AND SIX SIGMA BLACK BELT LEADER ... Proven business executive with demonstrated ability to deliver bottom-line results in a business-to-business environment. Coordinated multitude of market-driven processes and intellectual property through vertically integrated and cross-functional teamwork. Transforming product vision to value, making the complicated simple.
PROFESSIONAL EXPERIENCE AND SELECTED ACCOMPLISHMENTS
Duggan Associates, Inc, N. Kingstown, RI 2008 to present
Multi-million global sales to Fortune 50 Companies, training and consulting in lean manufacturing techniques and principles through hands-on workshops, executive mentoring and conferences worldwide.
Senior Associate (2008 to present)
Responsible for training, consulting, client development, and creation of workshops.
- Created and delivered lean training workshops and Kaizen events for SEA Corporate Members (aerospace & defense).
- Reduced labor by 38%, WIP by 50%, and Lead Time by 66% with Demand Pull One-piece-flow cell, Kaizen Event.
- Reduced finished goods and work-in-progress inventory by $100,000 with 60% lead time reduction and supplier managed raw material, enabling total make to order with no finished goods stock, and maintained 99% on-time delivery, with Kaizen Event.
- With point-of-use Kaizen Event, saved $30,000 annual labor, freed-up 5 hours/day for quick-turn orders, enabled inventory turns to approach 50, and triggered a finished goods stock reduction of $500,000.
- Collaborated and drafted materials for Train-the-Trainer manual and three-day workshop to effectively reduce office-process waste.
- Co-authored "The Office That Grows Your Business," for the Institute for Operational Excellence, focused on transactional lean methods in the office environment.
J M Kemp and Associates, Inc., Libertyville, IL 2004 to 2008
Management consulting in business strategy and deployment, re-engineering operations and systems, training and mentoring of six-sigma, lean, and value analysis.
Consultant (2004 to 2008)
Responsible for sales, contracts, services, and professional development.
- Saved client $1 million annually via training and mentoring of eight six-sigma teams.
- Doubled sales of educational software company after training and mentoring CEO using the Strategic Deployment Process to re-engineer their business process.
- Identified and saved client over $500,000 annually by facilitating and participating in numerous cross functional Kaizen teams to eliminate chronic manufacturing wastes.
- Saved client over $50,000 annually with unique design of heat treat fixtures that eliminated the waste of handling.
- Reduced client operationˇ¦s defects from 4,500 PPM to under 100 PPM using the VRK (variation reduction kaizen - DMAIC) tool and best practice sharing.
Haemoscope Corporation, Niles, IL 2005 to 2006
Multi-million global sales, support and producer of in-vitro medical hemostasis diagnostic instruments and assays within FDA and ISO 13485 regulations.
Director of Operations (consulting contract) (2005 to 2006)
Responsible for establishing business systems for contract manufacturing, scheduling, incoming quality and calibration, consumable assay components and assembly, device training, safety and environmental waste stream; staff of 12, five professionals.
- With DMAIC and DFMEA tools, identified source of major device field failure, with savings of $100,000 annually and inestimable goodwill of global customers.
- Within eight weeks, teamed with contract manufacturer to double output capacity concurrent with improving quality, enabling additional $500,000 monthly sales and 25% improvement to delivery reliability (device and spares).
- Reduced medical device lead time from eight to four weeks, while supplier in bankruptcy, with no missed shipments.
- Closed Refrigeration Documentation FDA-finding within six weeks with custom multi-unit wireless temperature monitoring and recording system including protocol and validation documentation.
Rexnord Industries, Milwaukee, WI 1988 to 2004
$700 million global manufacturer of power transmission components.
Aerospace Division, Seal Operation, Wheeling, IL
$25 million global business-unit of $70 million division.
Operations Manager (2002 to 2004)
Responsible for strategic deployment, production, quality, materials, processing, facilities, safety and environmental waste stream; staff of 85, five direct.
- Implemented breakthrough of first mini-factory team directly linked to value stream demand (pull) resulting in efficient and effective flow:
- reduced annual overhead $132,000.
- reduced lead time from twelve to four weeks.
- improved on-time-delivery 28%.
- Mentored cross-functional leadership agreement and support of cell.
- Saved $210,000 annual labor costs and eliminated three days delivery lead time by initiating cross functional Kaizen team event as continuous improvement tool.
Manufacturing Manager (1997 to 2002)
Responsible for strategic deployment, production, processing, facilities, safety and environmental waste stream; staff of 91, three direct.
- Achieved 34.1% increase in sales per factory worker ($205,000 to $275,000) while adding eight workers over 36 months.
- Saved $90,000 annually by converting from manual to software-driven (CNC) machine programming process.
- Selected by Corporate to showcase strategic uses of Lean Enterprise Tools, specifically 6-S Team (Sort, Simplify, Systematic, Standardize, Sustain, Safety).
Manager -- Quality, Engineering and R&D (1993 to 1997)
Responsibility, in addition to managing Engineering and R&D, for quality systems, quality assurance, inspection, audits, gauges/calibration and continuous improvements; staff of 22, six direct.
- Saved $3 million Pratt & Whitney account by leading multifunctional team and re-engineering quality assurance system deployment to achieve ISO 9001 registration.
- Championed team that developed and produced patentable "shallow hydropad,¨ adding $2.5 million annual sales within 36 months.
- Directed engineering segment of sales team that sold $250,000 new account relationship.
- Negotiated First-Article Inspection Report (FAIR) schedule as part of Kaizen team event, enabling Honeywell and other customers to meet partsˇ¦ production schedules and FAA requirements.
- Initiated Kaizen team event resulting in final quality inspectionˇ¦s average daily throughput increase of 50% per employee, saving $25,000 annual overtime expense.
- Converted manual inspection planning process to a database system, saving $20,000 in overtime.
Engineering and R&D Manager (1988 to 1993)
Responsible for new product development, application engineering, R&D laboratory, graphics services, patent liaison; staff of twelve, nine direct.
- Instigated five-year strategic planning process generating $4.8 million annual revenue by fifth year.
- Integrated a computerized R&D system, significantly enhancing engineering capabilities, driving revenue growth from $12 million to $24 million.
- Eliminated process variation from failing product, saving $250,000 account.
- Developed, designed and patented robust labyrinth ring for Pratt & Whitney, Canada, generating over $2 million annual revenue.
PREVIOUS WORK EXPERIENCE -- BEFORE 1988 (Details upon Request)
Cherry Electrical Products, Automotive Division, Waukegan, IL
(Electro-mechanical Switches)
- Chief Engineer, Automotive Division
Atwood Vacuum Machine Company, Rockford, IL
(Automotive Body Hardware)
- Engineering Manager, Project Engineer
Warner Electric Brake and Clutch Company, South Beloit, IL
(Electro-mechanical Motion Control)
- Engineer -- Project, Design, R&D, Software
EDUCATION, PROFESSIONAL DEVELOPMENT
MBA: Lake Forest Graduate School of Management, Lake Forest, IL
BSME: University of Illinois, Champaign-Urbana, IL
ASQ-SSBB (American Society for Quality): Certified Six Sigma Black Belt)
PE (Registered Professional Engineer): Illinois and Wisconsin
Authorized Service Provider (ASP) of SEA (Supplier Excellence Alliance)
Operational Excellence & Lean Tools Facilitator: VSM, Kaizen, 5-S, TPM, SMED, DFMA, Ishikawa, FMEA, Standard Work, Kanban, Demand-Flow, Strategic Deployment, A3
PATENTS, ASSOCIATIONS
Patents: US 4,364,450; 4,528,739; 4,965,933; 5,203,060; 5,527,045;
Canadian 2,061,074; French 92 03710
American Society of Mechanical Engineers (ASME), Member
Society of Automotive Engineers (SAE), Member
American Society for Quality (ASQ), Associate Member
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