Tony Hayes, MBA, Lean Six Sigma Black Belt

Experience

Continuous Improvement Manager

Haworth
June 2014 - Present (8 months)Holland, Michigan
o Manage design, development of new lean principles or improvements to facilitate continuous
improvement across all Haworth Value Streams, domestically and globally.
o Prepare long-term strategic plans for function and enterprise, in the form of Business and 5 Year
plans, to ensure development and coordination of HMS and Continuous Improvement processes,
including Lean Manufacturing principles, consistent with company and manufacturing needs.
o Responsible for development, implementation, facilitation, and assessment of comprehensive lean
training programs to ensure implementation success and to enable the workforce to achieve
continuous improvement objectives.
o Working with Executive Leadership to select and prioritize projects to ensure work aligns with
strategic goals.
o Present, facilitate, and lead assigned process improvement projects, using lean methodologies,
data gathering and analysis, problem solving skills, and project management to drive improvement
to key processes.

Adjunct Faculty - College of Business

Davenport University
November 2009 - Present (5 years 3 months)Donald W. Maine College of Business
Responsible for selecting and compiling tests, assignments and/or online discussion exercises that
permit measurement of performance relative to standardized learning objectives.

Plant Manager - Laminated Products Plant

Haworth
August 2013 - June 2014 (11 months)Holland, Michigan

o Led and managed operation members who were charged with ensuring Safety, Quality, Delivery,
and Cost objectives were met on a daily basis to implement effective operator control systems and to
comply with ISO 9000 standards. Primary focus was fulfillment of customer orders on-time,
complete, and error-free shipments.
o Provided leadership and initiated corrective action to resolve non-conformance issues to achieve
established objectives.
o Achieved schedule completion (98.5%) consistent with customer demands and expectations.
Participated with peers, key support elements of operations (staffing, equipment, tooling, technical
services, and others) to improve overall business results.
o Provided leadership to ensure effective training on methods, equipment, processes, quality
standards, safety, material resource planning, communication, and teamwork.
o Implemented improvements to planning, methods, products, processes, and work habits to
increase efficiency and productivity, resulting in cost savings consistent with Haworth business
plans.
oServed as visible role model for members. Demonstrated, on daily basis, excellence in leadership,
and consistency in actions to support Haworth principles.
o Promoted and led Total Process Management (TPM) process to improve overall effectiveness of
operation.
o Provided team and member goals, direction, training, support, feedback, and recognition to
improve both team and member performance.
o Assisted with training effort to change and improve lean culture in manufacturing to support
engaged members and team-based problem solving efforts.

Lean Manufacturing Manager

Dana Corporation
March 2010 - March 2012 (2 years 1 month)Greater Detroit Area
Dana Operating System Manager - Driveline Products Group, North America

Adjunct Instructor - Seidman College of Business

Grand Valley State University

August 2009 - May 2010 (10 months)Allendale, Michigan

Seidman College of Business - Management Department

Paint Area Manager

Ford Motor Company
October 2007 - January 2009 (1 year 4 months)
Safety
*0.49 LTCR vs. 1.9 LTCR (2007). 74% improvement.
*1.83 vs. 5.4 DART (2007). 66% Improvement.
*Best DART Trend since 2004, where the rates were 12.27 and 2.76, respectively, for the Production
and Maintenance departments.
Quality
*Achieved 4.89 3MIS Warranty. Better than 2007 actual of 6.2 R/1000. 21% improvement.
*Achieved $1.24 3MIS Warranty CPU. Better than 2007 actual of $1.82 CPU for 3MIS Warranty.
32% improvement.
* Achieved average of 79 TGW's for 3MIS GQRS 2008MY. Better than the 2007MY Actual of 83
TGW's. 17% improvement. (2nd Position in C-Car Segment)
Cost
* Achieved 1.1 hpv through December 2008 YTD
* Achieved Direct/Indirect Headcount task of 10 heads
* $265K favorable to budget for total Direct and Indirect Manning Performance (9+3)
* 538 Hours favorable to budget for Maintenance Overtime Performance (9+3)
* Achieved $1.6M against the total plant task of $18.5M
* Reduced IM Inventory levels by $80,000 contributing to the overall IM task.

Body Area Manager

Ford Motor Company
March 2007 - October 2007 (8 months)
*Managed 38 Salary and 400 Hourly UAW employees in a 2-shift stamping & assembly operation.
*Directed all Production, Engineering and Quality functions for Body Assembly Operations.
*Reduced Indirect Material Inventory levels by developing cost budgets per production zone
throughout the department.
*Directed all Launch activities for the 2008MY Focus, including prototype builds through the Body
and Assembly operations.

Material, Planning & Logistics Manager

Ford Motor Company
March 2005 - March 2007 (2 years 1 month)
*Managed 25 Salary and 194 Hourly UAW employees in a 2-shift stamping & assembly operation.
*Directed all Material Control/Supply Chain and Material Handling functions for Plant Operations.
*Responsible for all inbound and outbound logistics and the overall material flow within the plant.
*Achieved $1.684 Million year-over-year premium freight savings.
*Attained 300% improvement in model year change-over part loss rate.
*Realized $570,000 year-over-year indirect material cost savings.
*Reduced Over-Line Overtime (OLOT) by $350,000 year-over-year.
*Accomplished $1.76 Million/year manpower savings.
*Consolidated 3 distinct part warehouses into 1 supermarket, decreasing aggregate part travel
distance by 1250 feet.

Manufacturing Engineering Manager - Paint

Ford Motor Company
January 2004 - March 2005 (1 year 3 months)
*Managed 9 Salaried employees & 39 UAW skilled trades personnel and directed all Maintenance,
Engineering and Quality functions within Paint Operations to Safety, Quality, Delivery, Cost, Morale
and Environmental performance objectives.
*Developed Weekend and Downtime planning for all Paint Maintenance/Engineering operations

Production Area Superintendent

Ford Motor Company
May 2002 - January 2004 (1 year 9 months)Wayne, Michigan
*Managed 4 Salaried team members and 60 UAW production employees per shift.
*Rotated from day shift to night shift every 4 months.
*Managed and directed all Production, Engineering and Quality functions within Paint Operations to
Safety, Quality, Delivery, Cost, Morale and Environmental performance objectives

Ford Production System (FPS) Manager

Ford Motor Company
April 2001 - May 2002 (1 year 2 months)Dearborn, Michigan
*Developed, taught, and demonstrated methods for Kaizen improvement, standardized work sheets,
Kanban systems, Value Stream Mapping, Poka-Yoke, high -performance work teams and HoshinKanri (Policy Deployment).
*Extensive interaction with all levels of both UAW leadership and Plant Management, developing
relationships from hands-on (Work Teams) to strategic planning (Ford North America).
*Mentored Directors and Senior Plant Management in all aspects of physical, operational, and
cultural implications of lean transformation, emphasizing systems driven behavior.
*Provided input towards layout, product development process, and other key fundamental
assumptions for "Greenfield" sites and product launches, within "Brownfield" assembly facilities.

*Assisted the successful launch of 2003 Windstar, utilizing all TPS principals and techniques.
*Provided input in change agent role emphasizing transfer of lean knowledge, resulting in selfsustaining processes and culture.
Project Manager
Magna CarTopSystems
February 2000 - March 2001 (1 year 2 months)Rochester Hills, Michigan
*Executed program deliverables, as it related to the design and build of a world-class
manufacturing/assembly facility.
*Developed and implemented State of the Art manufacturing processes and equipment to achieve
minimum production Cost, optimize product Delivery and exceed Quality expectations, within
program budget.
*Promoted and assisted in the execution of "Lean" manufacturing concepts within the business unit.
*Worked with OEM Containerization Group to develop packaging and transportation racks to
facilitate product delivery.
*Developed regional supply-base for component manufacture based on bulls-eye sourcing strategy
within 100 mile radius of customer.
*Developed and assisted in the implementation of facility plans, including Training and Development
initiatives and indirect and direct labor requirements.

Adjunct Instructor - Quality Control

Davenport University
October 1999 - March 2001 (1 year 6 months)
Adjunct Faculty for Davenport University formerly known as The Detroit College of Business Warren, Michigan Campus
Senior Design Release Engineer
Magna CarTopSystems
July 1999 - February 2000 (8 months)Rochester Hills, Michigan
*Coordinated all communication between Tier I Supplier and General Motors Design and
Engineering.
*Generated design criteria sections for final approval to each of the various GM compartment

groups.
*Developed engineering specifications/drawings based on customer program requirements.
*Attended design reviews as the "On-Site" Design Release Engineer, providing complete customer
interface.
*Developed and designed the containerization/packaging for the end product to be delivered to the
customer.

Program Manager
ASC Incorporated
January 1999 - July 1999 (7 months)
*Managed GM programs for the F-Car and J-Car derivatives meeting and exceeding budget
deliverables.
*Successfully closed the (2) aforementioned programs positioning the programs to transition into
service.
*Ensure that corrective action plans are designed and implemented to correspond with performance
objectives and program schedules.

Plant Manager - Gibraltar Assembly Operations

ASC Incorporated
January 1997 - January 1999 (2 years 1 month)Southgate, Michigan
*Managed a $41M Manufacturing/Service Distribution Center, with direct responsibility for
Engineering, Materials & Logistics/Purchasing, Production and Quality Assurance
*Reduced on-site Trailer Storage and overall switching costs by more than 50%, while streamlining
delivery process to internal and external customers.
*Managed processes/machinery including Press Machinery, Roll Mills, CNC Machining Centers,
Lathes, (Rough and Finish) Mills, RTM (Resin Transfer Molding), Adhesive Bonding, Assembly, and
Heat Treatment (Plasma Nitride / Vacuum Core-Hardening).