Kyle W. Parham
1509 Proctor Avenue
Mount Pleasant, Texas 75455
[Send email using form at bottom]
9037171004 / 9034343037
Qualifications Summary
An accomplished ASQ Certified Six Sigma Black Belt Project Manager specializing
in lean implementation, process optimization, system flow analysis and
improvement, theory of constraints, waste identification and elimination in
multiple types of automated and manual manufacturing and office environments.
EXPERIENCE:
Using the Define Measure Analyze Improve Control (DMAIC) Six Sigma methodology
to solve business opportunities in multiple manufacturing and office environments
to create and sustain value for clients.
Mentoring, coaching and teaching management, hourly staff and project teams in
Lean and Six Sigma tools and methods and the effective execution of those tools
and methods for sustained improvement.
Analyzing and executing on highly complex business opportunities using
advanced statistical modeling methods and custom built applications to drive
revenue growth and reduce costs.
Implementing visual management systems including detailed downtime data
tracking with root cause analysis to increase productivity and reduce cycle
times.
Employing Value Stream Mapping, Kaizen, SMED, 5S, Theory of Constraints and
Standard Work to deliver results on over 20 Lean Six Sigma Projects as a Project
Manager and Senior Project Consultant on an internal and external consulting
basis.
Specific Training Experience:
Lean Six Sigma Team Leader Training
DDI Facilitator Training
ASQ Six Sigma Black Belt Training
Specific Deployment Experience:
Project Manager on 6 most recent Lean Six Sigma projects deployed in the food
processing industry.
Senior Project Consultant on 14 Lean Six Sigma projects in the pharmaceutical
and food processing industry.
Developed and facilitated Six Sigma Black Belt training for PPC.
Certifications and Education:
ASQ Certified Six Sigma Black Belt 2008
DDI Certified Facilitator 2008
BBA, University of North Texas - Denton, Texas 1991
PROFESSIONAL EXPERIENCE:
Lean Six Sigma Team Leader 2007 Present
Pilgrims Pride Corporation
Responsible for project leadership using Lean Six Sigma methodologies at
poultry processing plants throughout the United States.
Developed Six Sigma training program for PPC and facilitated one week
preparation classes to Black Belt candidates.
Facilitated classes in 7 Wastes of Lean, Theory of Constraints, Total
Productive Maintenance and 5S to Plant Management and key hourly Partners.
Conducted hypothesis testing for Laboratory Operations and Food Safety
Division for Pre and Post Online Reprocessing micro bacterial counts for Process
Change Requests to the United States Department of Agriculture.
Lean Six Sigma Senior Consultant 2004 2007
USC Consulting Group
Responsible for project implementation using Lean Six Sigma methodologies at
various food and drug manufacturing facilities located throughout the United
States.
Assistant Vice President, Banking Center Manager 2002 2004
Trust Administrator 2001 2002
Regions Bank Bradenton, Florida
Responsible for conducting securities trades and administrative support for
Trust clients, day-to-day management activities of branch banking office with $50
million in deposits, and conducting financial analysis and underwriting of C&I
and commercial real estate credits.
PROFESSIONAL EXPERIENCE:
Securities Broker 1997 2001
Morgan Stanley New York, New York; Bradenton, Florida
Managed $6 million in assets for 100 retail brokerage clients.
SELECTED RESULTS:
Project:
Poultry Processing Plant, Mount Pleasant, TX
Conducted analysis of poultry tender sizing equipment which was used to size
tenders for a specific customer. Analysis revealed that there was no process to
prioritize incoming tenders to the equipment. Implemented sampling process where
incoming vats of tenders were prioritized by statistical methods thereby only
sending vats with the highest percentage of in range meat to the sizer.
Increased daily sales to customer from 6,000 lbs per day to 18,000 lbs per day
representing $4M in additional revenue per year.
Conducted SMED exercise on same tender sizing equipment referenced above.
Sizer was not functional approximately 12% of the time due to scheduled, required
cleaning. Installed water injection system to clean equipment in process
eliminating need to stop equipment for this reason increasing daily machine
utilization by 2,000 lbs per day.
Managed Project Team conducting process optimization studies throughout entire
Plant. Plant was running 7 days per week to fill customer order requirements.
Through Kaizen, waste identification, and hourly process monitoring with downtime
reporting Team reduced days worked per week to 5 from 7 with identical volume
output.
Plant was utilizing manual shovelers instead of pump equipment to place
product on line causing inconsistent amounts of product being introduced.
Implemented pump equipment on each line to meter the input rate to the bottleneck
piece of equipment on the line maximizing process output.
Project:
Poultry Processing Facility, De Queen, Arkansas
Plant was being constrained by WIP freezer between manufacturing and
packing/shipping. Upon arrival at the beginning of the Project, the WIP freezer
was consistently holding approximately 1.5 days of inventory making it extremely
difficult to move product through the freezer and ship
product timely. Identified working capacity of freezer to be .7 days WIP and
modified manufacturing process so that only items ready for shipment were
manufactured. Flowed product directly through freezer to Packing and onto a
truck ready to be loaded. Increased Plant shipped volume by 10% moving
constraint from freezer to blast tunnel and reducing Plant days worked from 6 to
5.5.
Project:
Pharmaceutical Manufacturer, Bristol, Tennessee
Conducted SMED exercise on an Encapsulator (capsule filling equipment) which
filled at a rate of 100,000 capsules per hour. Observed equipment being stopped
for 7 minutes every 2 hours (5.8% downtime) to clean filters. Introduced extra
set of filters which were rotated every 2 hours and cleaned while the process was
running. This reduced time to change filters to 3 minutes every 2 hours (2.5%
downtime) increasing equipment output by 53,300 capsules per day.
Installed Visual Process Management Operating System on 4 separate drug
manufacturing and packaging processes in hourly intervals recording schedule
attainment and downtime by root cause. Installed daily Pareto analysis by
downtime cause and occurrence and facilitated daily meetings with Production and
Maintenance to reduce and eliminate downtime causes. Reduced maintenance and
production related downtime by 50%.
Conducted brown paper system flow review of entire manufacturing process from
raw material receipt to shipping eliminating redundant processes in both paper
and manufacturing flow.
Project:
Poultry Processing Facility, Nacogdoches, Texas
Conducted Start to Finish Analysis (Live Bird Receiving through DSI
Portioning) of Bones per 1000 and executed a comprehensive corrective action
program that reduced bones per 1000 from over 10 at the end of 2008 to .58 as of
April 2010. This improvement enabled a critical customer to be supplied from the
Nacogdoches Plant.
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