Summary: A growth-oriented, team-building industry veteran, with 30 years of progressive career accomplishments in manufacturing, engineering, and P&L management. Over 10 years experience in the startup and operation of Maquiladora manufacturing facilities. In addition to his extensive knowledge of business systems practices and processes, Bill possesses particular expertise in reducing costs, improving customer value and reducing non-value added activities in turnaround and expansion situations. Bill has extensive experience as a trainer, mentor, and facilitator of lean manufacturing methodologies. He has worked with both Fortune 500’s and small firms across a broad range of industries.
Experience:
President
Breidert Air Products, Inc.
V.P. Manufacturing
GS Electric Corp. - Div. Of General Signal Corp.
Manager, Industrial Engineering
Northland Div. - Scott-Fetzer Corp.
Director, Manufacturing
General Manager, Mexico Operations
Manager, Manufacturing Engineering
Production Manager
Manager, Industrial Engineering
Novacom Div. - Scott-Fetzer Corp. (New division start-up)
Production Manager
Manager, Industrial Engineering
Northland Div. - Scott-Fetzer Corp.
Supervisor, Q.A.
Production Supervisor
Black Clawson Co.
Machinist
Patternmaker
Education: B.S. Biology/Psychology SUNY, Albany, NY
A.S. Math/Science Jefferson Comm. College, Watertown, NY
A.S. Liberal Arts SUNY, Albany, NY
Certifications:
Services Offered/Areas of Expertise:
ü Baseline & Benchmark Events, Team Facilitation
ü Kaizen Event Facilitation
ü Continuous Improvement (i.e. Value Stream Mapping, Flow Manufacturing, Kanban, Cycle Time Compression, Bottleneck Identification and Elimination)
ü Business Performance Measurements
ü New Product Introduction
ü Cash Flow Management—WIP, Inventory and Lead Time Reduction
ü Value Engineering/ Design for Manufacturing
ü Process Re-engineering
ü Project Management
ü Lean Manufacturing Education and Simulation Seminars
ü Facility Consolidation, Start-up and Design
Publications: Mr. Carreira is the author of “Lean Manufacturing That Works, Powerful Tools for Dramatically Reducing Waste and Maximizing Profits”
– Publication by AMACOM Publishers, released November 2004.
“Lean Six Sigma That Works: A Powerful Action Plan for Dramatically Improving Quality, Increasing Speed, And Reducing Waste”
– Publication by AMACOM Publishers, released September 2006.
Recent Project Highlights:
Developed overall Kanban strategy and associated implementation detail for a large family of product, new product introduction. Initiated a scrap reduction team and associated metrics for a large fabrication department. Initiated a set up reduction team – fabrication. Developed the concept of geometric routings to eliminate approx. 58% of historical brake press change-overs – fabrication. (Client: Lincoln Food Service Co. Fort Wayne, IN)
Acted as Corporate project manager for a new product introduction and roll-out, 140mm in sales over a 6 month time frame, global locations – North America, Europe, Australia.(Client: ENODIS Corp. Tampa, FL)
Conducted lean engineering analysis on four major product lines to allow for relay out and rebalance of work content. Acted as project manager for major new product start up. Implemented the physicals, defined processes, rebalanced work flows, reduced labor cost per unit from 20 hours + to under 8 hours. Acted as fabrication manager during in house management transition. Facilitated value stream mapping event to provide foundation improvement projects for annual business plan. Decreased fabrication and final assembly line hours per unit to a historical low, reduced work in process inventories $500,000, brought on time delivery to 98% +. Division performance changed from a $5,000,000 annual loss to positive performance over a 9 month period. (Client: Delfield Co. Covington, TN)
Managed a new product development team in the creation of a new ATM security product. Drafted commercial specifications, qualified electronics design vendors, and successfully guided the vendor and customer teams from concept to commercial unit in less than 12 months, on time and under budget. (Client: 3SI Security Systems Philadelphia, PA)
Facilitated a lean value stream baseline analysis for a major manufacturer of high end speaker components. Led a cross functional management team through the process of analyzing and process mapping their business unit, identifying the highest impact project launch areas, and developing, prioritizing, and quantifying improvement projects, annualized cost savings and associated implementation costs. (Client: Telex Communications, Inc. Morrilton, AR)
Conducted two major lean engineering analyses for a major defense contractor. Process re-engineering utilizing the mapping data resulted in a reduction in labor of 30%, initial inventory reductions from 30mm+ to fewer than 10mm, and process velocity increases from 180 hours actual to 90 hours. (Client: United Defense LP, York, PA)
Developed and facilitated a training event for all facility employees for a major manufacturer of mechanical drives. Training topics covered lean/JIT principles and theory, baseline and value stream analysis logic, kanban, 5S, and TPM principles, flow, balance and cell design theory, true cost and profit, and inventory turns and cash flow impacts. (Client: TB Woods, Trenton, TN)
Facilitated/ mentored a flow cell design event – CNC machining cell - for a major manufacturer of mechanical drives. Led a cross functional team through a broad-brush facility flow concept layout and a detailed product cell layout. Product cell implementation project was developed incorporating layout, metrics, 5S and TPM activity, and cross training requirements. (Client: TB Woods, Trenton, TN)
Facilitated a lean value stream baseline analysis for a major manufacturer of tile components. Led a cross functional management team through the process of analyzing their business unit, identifying the highest impact project launch areas, and developing, prioritizing, and quantifying improvement projects, resulting in 400K in identified savings, annualized. (Client: Dal Tile, Gettysburg, PA)
Facilitated a set-up reduction event – CNC machining cell - for a major manufacturer of mechanical drives. Trained and led a cross functional team in analyzing current state change-over, evaluating internal, external and value added activity, developing and simulating future state, and completing a project plan of implementation activity. The event identified velocity increases of 76% and labor reductions of 60%. (Client: TB Woods, Trenton, TN)
Facilitated five lean value stream baseline analyses for a major manufacturer of mechanical drives. Led cross functional management teams through the process of analyzing three of seven business units, identifying the highest impact project launch areas, and developing, prioritizing, and quantifying improvement projects, initial activity to a corporate wide “Lean” initiative. (Client: TB Woods, Chambersburg, PA)
Facilitated a lean value stream baseline analysis for a major manufacturer of aircraft components. Led a cross functional management team through the process of analyzing their business unit, identifying the highest impact project launch areas, and developing, prioritizing, and quantifying improvement projects, resulting in 8.4mm in identified savings, annualized. (Client: Raytheon Co. #600 Unit, Waco, TX)
Mentor/trainer of “Lean/6Sigma” experts in training, as an associate of the “Lean Alliance” Consortium, in support of the implementation of the Raytheon 6Sigma Corporate System. (Client: Raytheon Co.)
Mentor/trainer of “Lean/6Sigma” experts in training, as an associate of the “Lean Alliance” Consortium, in support of the implementation of the Delphi Manufacturing System. (Client: Delphi Automotive Systems, Juarez, MX)
Facilitated a lean value stream baseline analysis for a major pharmaceuticals manufacturing company. Led a cross functional management team through the process of defining value streams within the organization, identifying the highest impact launch area – based on a matrix of weighted metrics, and developing, prioritizing, and quantifying improvement projects, resulting in identification of 4.7mm in savings, annualized. (Client: Novartis, Lincoln,NE)
Facilitated a lean value stream baseline analysis for a major aircraft manufacturer. Led a cross functional management team through the process of analyzing their selected value stream, identifying the highest impact project launch areas, and developing, prioritizing, and quantifying improvement projects, resulting in 2.8mm in savings, annualized. (Client: Raytheon Co. AIS Unit, Waco, TX)
Developed and led a Kaizen event , combining a 5 day event with a “train the trainer” session. Event target cell “implemented” improvements resulted in a 64% reduction in direct labor, a 50% reduction in WIP, a 60% reduction in scrap, and several preventative maintenance adds. These “implemented” improvements provided annualized savings of $198,000, with additional facility potential savings of $800,000 identified through applying specific topics to 7 additional cells producing similar product, and operating under an identical template. (Client: Delphi Automotive Systems, Juarez, MX)
Developed a demand flow floor plan consolidating two facilities into one for a major manufacturer of separator systems in the plastics industry. Projected decrease in work in process of 50% with labor reductions of 25% to 35%. (Client: Sterling Systems, Forest, VA)
Developed and led the implementation team in transition to a demand flow finishing process from a batch operation for an investment-casting foundry. Reduction in work in process of $250,000 with increased average order thru put from one to two weeks to less than 8 hours.(Client: PPCP, Lebanon, PA)
Developed and led the implementation team in transition to a one piece, demand flow process for a major cable manufacturer. Reductions in work in process of 70% to 80% with labor reductions of 35% to 50%. (Client: Kalas Mfg., Denver, PA)
Developed standard cost database and created a costing/quotation system for a major manufacturer of wall and railing systems, balustrades, and bathroom fixtures, resulting in accurate labor estimates and decreased quotation time to customers from 3 to 5 days to 2 hours. (Client: Hewi, Inc. Lancaster, PA)
Designed a new facility and relocated a newly acquired company for a major aerospace design and manufacturing company. Implemented a cost reduction emphasis into the purchasing group. Consolidated several machining labs into a centralized machine shop. Layout and assist in several expansions to the main campus to accommodate a rapid growth mode. Overall savings generated in excess of $500,000 annual. (Client: Swales Aerospace, Beltsville, MD)
Developed a demand flow, synchronous process for the welding bay of a major manufacturer of mechanized lifts, providing opportunity to reduce work in process by 60% and decrease labor costs by 30% to 40%. (Client: Leonhardt Mfg. Co., Hanover, PA)