KEVIN W.

HILLIARD

Butler PA, 16001

Home 724-923-3325 Cell 724-355-0228
Email: kwhilliard@gmail.com

SENIOR MANUFACTURING EXECUTIVE

PRODUCTION MANAGER OPERATIONS/MANUFACTURING MANAGER MANUFACTURING
ENGINEER/INDUSTRIAL ENGINEERING MANAGER Continuous Improvement Manager
A catalyst for change; a champion of identifying improvement opportunities and guiding teams towards successful
results
Successful manufacturing leader offering 20+ years of achievements and expertise in diverse manufacturing industries and
distribution. Track record of identifying process improvements opportunities and creating and managing implementation
strategies. Highly experienced in training, leading and directing teams through continuous process improvement and lean
manufacturing projects. Background includes extensive experience in setup reduction, 5S, WIP reductions, best practices,
shop floor reporting, work measurements, quality and process turnarounds and work area layouts. A bottom-line achiever
focused on cost savings solutions, productivity improvements, project management and team building. Career highlights:

During career have been successful in delivering a 50% setup reduction in multiple industries and achieving a 20+%
rate in process improvements

History of reducing WIP to control inventory and enable companies to operate lean

Designed shop floor control reports to trigger improvements, and trained managers to interpret reports and initiate
corrective action to improve operations

Track record of boosting productivity and cost reductions exceeding 20% of labor and realizing a return on investment
in 12 to 18 months

Wrote two chapters of the Industrial Engineering Handbook published in 2003, gave numerous presentations at
industrial engineering forums

Earned Presidents Award in 2002 - first time award had been given in 5+ years

Areas of Expertise: Lean Manufacturing Principles5S Cost Reductions WIP Reductions Methods and Process
ImprovementsProcess and Quality Troubleshooting Project Management Control Report Design Work Area
Layout Team Building Training.
An innovative leader Change Agent Productivity Improvement Expert

CAREER HISTORY & SIGNIFICANT PROJECTS

INDEPENDENT CONTRACT CONSULTANT....2007-Present
Currently on a 12 month contract assignment with General Electric streamlining their production lines and implementing
Lean initiatives and currently in their Quality department implementing new quality procedures. Most of the contract
assignments are the same initiatives as described under H. B. Maynard below. During this same time I have helped to grow
a family construction business implementing business systems, customer focus, reducing overhead and achieved an A+
rating with the Better Business Bureau
H.B. MAYNARD AND COMPANY Pittsburgh, PA...1987-2007
Consulting firm specializing in productivity improvement initiatives for manufacturing clients
SENIOR MANAGEMENT CONSULTANT
Scope of key activities include evaluating clients manufacturing operations and identifying improvement opportunities,
managing consulting team and partnering with clients Engineers, Supervisors, Production Managers and Engineering
Managers, presiding over project management initiatives, promoting productivity improvement tools to significantly
reduce costs and leading Steering Team comprised of President and direct reports. Spent 100% of time traveling
throughout the nation and leading projects focused on accelerating productivity, slashing operational costs and advancing
clients position in their industry.
Directed countless long-term productivity improvement projects including setup reductions, process improvement,
reporting systems, realistic shop floor standards, incentive restructuring, process and quality issues, performance
management training and lean manufacturing principles. Moreover, trained operators, management staff and production
support staff on productivity improvement tools.
Acquired significant experience in the following industries: rubber, aerospace, retail, metal fabrication and machining,
plastics, utilities, job shops, assembly plants and others.
All long-term projects were achieved without necessity of purchasing capital equipment:

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Saved $6 million for a musical instrument manufacturing facility by reducing quality issues, modifying an
incentive program, establishing shop floor control reports and best methods. Reduced
rework by identifying and correcting problems. Created best methods and training documents. Project was the
largest in Maynards history and was achieved on time and within budget.
Led an assessment effort for a tire plant and identified a $15 million potential savings. Improvements
included a Kan Ban initiative to deliver materials when needed, process improvements regarding tire building
machines and adequate staffing. Client is currently involved in contract negotiations to implement
recommendations.
Delivered an $800,000 savings at a 100-employee carbon plant and identified another $800,000 savings that
was realized the following year. Directed a 5-person team and oversaw 5S, best methods, work measurement and
control report design. Trained 19 management personnel in performance management principles to identify areas
for improvement and take corrective action.
Slashed changeover time 50% for a plastics extruder facility. Effort resolved problem with customers
demanding smaller amounts of plastics that had triggered excessive changeover times.
Assisted supervisors in identifying deficiencies and bottlenecks in assembly lines. Action achieved a 10%
productivity improvement.
Lowered changeover time in a calendar operation for a tire plant from 22 hours to 7 hours. Client was able
to defer need for additional equipment and returned all production activities in-house.
Consulted with an electrical utility company and introduced a plan that significantly improved craftsmens
productivity. Developed benchmarks that forecast hours required to achieve specific assignments and created a
kitting method enabling special materials and tools to be kitted for each job and avoid delays.
Teamed with 2 newspaper companies and architected plans for start-up printing operations. Visited various
locations and analyzed equipment and manufacturing processes; recommended use of reliable equipment and
suggested best practices to accelerate production operations.
Spearheaded a 4-person team charged with implementing a 5S project for a bridge girder manufacturer.
Project organized the manufacturing area and tool rooms and triggered a 7% productivity increase.

Earlier career: Background included 10 years with Mine Safety Appliances; spent last 6 years as an Industrial Engineer
with focus on time study, methods, capital equipment justification, equipment layouts, fixture design, product reviews
and more. High volume manufacturing as well as low volume metal fabrication. Spent 1 year in Plant Engineering
assisting with HVAC and construction projects.

EDUCATION & PROFESSIONAL ORGANIZATIONS

Bachelor of Science degree, Industrial Engineering
Blend of engineering and business
Geneva College Beaver Falls, PA
Computer Knowledge Proficient with MS Office
Deacon for our church - in charge of local missions