Raymond Poirier

Lean and Six Sigma Experience Summary

Ray Poirier has recently served as the Director of Lean and Six Sigma Manager Practices for Jacobs Engineering supporting a US Government Army client. Ray has provided MBB-Lean consulting services to PEO for Ground Combat Systems and PEO for CS-CSS in support of the US military expansion in Iraq and Afghanistan. Ray provides a wide variety of Lean Six Sigma, Operational Improvement and Business Process Re-engineering consulting serviceswhich ties the physical operational improvement environment as well as with the transactional information management environment into optimized solutions. Ray has experience working in small, midsized and large multinational corporations, along with large public sector clients such as the DOD. Ray has lead the justification, development and implementation of various business software enterprise deployments along the supporting hardware and facilities associated with these deployments.

As part of these experiences Ray has served on teams that has deployed numerous business enterprise/solution IT system deployments using SAP and Oracle based solutions with a wide variety of there associated sub modules. Ray has worked in over 20 countries in (5) industries at the plant floor as well as the C-Level of these organizations both educating leadership and in the assessment and deployment of numerous Lean Six Sigma business process improvement initiatives.

Ray most recent assignment was consulting to the US Government System Engineering and Logistical Sustainment support business operating practice improvements as well as in the deployment of the Army first deployment of a PLM/PDM Product Life Cycle Management and Product Data Management Change Control System and support of the LMP SAP R3 launch planning at TACOM.

Mr. Poirier has extensive knowledge and experience in various manufacturing process, product areas, supply chain management and logistical support functional areas within an organization. Mr. Poirier has been responsible to establish various new businesses, facilities, product development centers, coordinate and resolve supplier cost-quality issues and has coordinated various supplier rationalization and cost reduction activities through the implementation of Toyota Production System LEAN principles, applying Six Sigma tools and performing activity based product cost analysis. Ray has implemented various Product-Process Development Systems, Quality Management, and Environmental, Health and Safety Management systems in the establishment of these new businesses. Systems implemented include ISO/QS 9000, TS 19649, ISO14001 and OSHA 18001. Ray has worked for GM, Ford, Daimler Chrysler and a wide variety of automotive Tier 1, Tier 2 and Keiretsu suppliers in addition to his DOD experiences.

Ray currently serves as an Adjunct Professor for (3) universities in the field of Information Technology, Information Assurance and Business Process Re-engineering. Ray carries extensive professional certifications in the fields of Program Management, Supply Chain Management, Information Technology, Systems Engineering, Information Assurance, Environmental Health & Safety, and Quality Management System Deployments which include PMP, Program Management Professional, CSCP, Certified Supply Chain Professional CIAPT, Certified Information Assurance Professional, MBB, Master Black Belt and CSSBB Certified Six Sigma Black Belt from numerous internationally recognized professional associations. Ray currently is scheduled for obtaining additional Professional Certifications as a Certified Manufacturing Engineer, Certified Quality Auditor, and Certified Information System Auditor and as a CISSP Certified Information Security System Professional.

Ray has obtained Bachelors of Science Degrees in the fields of Electro and Mechanical Technology disciplines and has a Master of Business Administration with a specialty in Technology Management.

Engagements

  • Lean Six Sigma Consultant to Department of Defense US Army for a Rapid Acquisition ACAT I Military Vehicle Program in support of a joint program managed primarily by the US Army and USMC. In this role Ray provided daily face to face Lean Six Sigma consulting to the various government civilian and military leaders of the program. Consulting also included support of various functional support area leaders and their personnel to overcome a wide arrangement of business process issues. Some of the key Lean Six Sigma projects lead by Ray for the wide client base included, development of 3D Cad Model model based definitions for US Army PLM System, Internal government program office ECP-RFD change management practices for all vehicle contractors, development of operational, resources and business practice requirements for Kuwait based MSF/repair depot, identification and optimization of various TACOM Acquisition stream processes, development of common contract language SOW development tool, deployment of defense contractor CDRL delivery and control management processes, deployment of field issue feedback tracking tool and development and launch of EFARS financial management tool and interfacing these tools with the change management system.
  • Implemented Lean Product Development, Lean Production System, Lean Supply Chain Management improvement or cultural development elements at various company headquarters, product development centers, manufacturing sites and supplier locations. Ray has lead more than 10 Black Belt-Green Belt full lifecycle training sessions and over 50 kaizen events, varying in length and purpose across all the functional areas of the business enterprise. Lean Enterprise elements delivered include, but are not limited to Design for Six Sigma, Design for Assembly, Design for Manufacturing, Design for Error Proofing, Product and Supplier Costing Estimating, Product Validation and Test Reduction, Change Management/Change Control. Ray has applied the use of the basic Lean Enterprise and Six Sigma modules and tools such as SIPOC, DPMO, Hypothesis Testing, Lean Process Design, Value Stream Mapping, Team Building, Lean Cultural Awareness, Problem Solving, Error Proofing, Cellular Manufacturing, Quick Changeover, Visual Controls, 5S, TPM, Lean Performance Metrics, Kanban and Environmental, Health and Safety. Efforts have resulted in over 200 Million dollars in new product contract awards and annualized cost savings ranging from $500 to as much as $50 Million dollars/year.
  • Implementation of new product development center in the Detroit Michigan area for Johnson Controls and Owens Corning that resulted product development cycle reductions of no less than five months at each organization. Established and built over eight different Greenfield-Brownfield plants in Thailand, Mexico, Canada, China and the United States. Successfully achieved QS-9000, ISO 9000-2000, TS 16949, ISO 14001 and OSHA 18001 Certifications at a majority of these organizations. Many facilities became organizational models for the application of Lean Enterprise and Six Sigma systems within the organization.
  • Products and process experiences have included the processing and implementation of OEM automotive paint shops, body shops, final trim-chassis plants, small motor manufacturing plants, injection molding plants, composite material manufacturing plants, vehicle and aerospace component machining and sub assembly/assembly plants. Component products launched have included large and small stampings-stamping assemblies, nearly every component of an automotive vehicle interior aka. injection molding, compression molding, composite materials, complete vehicle engine assemblies, complete front chassis and Front End Module assemblies, front and rear fascias, surface mount technology printed circuit boards and control modules, sensors, fractional HP electrical motors, numerous electro mechanical devices.
  • Optimized supply chain management and logistical improvements efforts have resulted in improved supplier On Time Deliveries from 93% to 99.5%, supplier piece price reductions ranging from as low as $.25/piece to over $20/piece depending on the product. Projects that have focused on reducing supplier-received defects have produced results that drop defect rates from as high as 15% to near 0%. Logistical optimization projects through the use of linear programming and balanced inventory control methods to optimize logistical economical order quantities, incorporation of milk run transportation lanes, reduced frequency of internal material delivery and improved product packaging densities have resulted in piece price reductions from as low as $.05 to as high as $4/piece.

Proficiency: Hands-on Training and Implementation

Value Stream / Process Mapping3P (Production Process Preparation)

Policy DeploymentTeam Problem Solving

Facility Layout / Work cell design Small Lot / One Piece Flow Strategy

Workplace Organization Visual Management and Controls

Standardized Work Methods Reduction / Quick Changeover

Error-proofing Kanban/JIT

Total Productive Maintenance Six Sigma Defect Elimination

Product Development Reduction Program Management Tools

Activity Based Costing Theory of Constraints

New Facility Development and LaunchOptimized Data Surveillance Systems, Including Data Collection, Data Retention and Data Reporting

Optimized In Bound-Outbound Business Web Site Development for Optimized Business Processes

Logistical PlanningDesign For Manufacturing

Design for AssemblyChange Control

Design for Six SigmaLean Cultural Awareness

ISO 900-2000, TS 16949, APQP and PPAP Implementation

ISO 14001, OSHA 18001 AwarenessSix Sigma

WORKSHOPS FACILITATED OR APPLICATION OF LEAN ENTERPISE METHODS

US Government TACOM, Airbus, Visteon, HBPO, General Motors, Hope Global, Owens Corning, Thyssen Krupp,Valeo Corporation, Axxis Corporation ,American Axle,Delphi,Textron,University of Phoenix,Johnson Controls,Ford Motor Company,Chrysler Corporation, Baker Electric, Macomb Community College, Oakland Community College.

Description of Activity / # Workshop Presented-Coordinated / # Of Times Enterprise Implementation Responsibilities
Black Belt or Green Belt Training (All Experiences) / 10 / 5
Lean Champion Training / 10 / 5
Visual Management-Controls / 12 / 10
Facility Layout and Cell Design / 12 / 12
Small Lot Layout-Work cells / 10 / 10
Value Stream-Process Mapping / 10 / 5
Standard Work / 10 / 7
Quick Change Over / 10 / 5
Error Proofing / 10 / 10
New Facility Build and Launch / 9 / 9
Kanban/JIT / 9 / 4
APQP-PPAP / 8 / 8
DFM-DFA-DFSS / 6 / 3
Change-Configuration Control / 25 / 20
5S / 6 / 6
ISO-14001-OSHA 18001 / 5 / 2
Activity Based Costing / 5 / 4
TPM / 5 / 3
Product Development System Reduction / 4 / 2
Lean Leadership / 4 / 1
Lean Cultural Awareness / 4 / 1
Optimization-In-Bound-Outbound Logistics Planning / 3 / 2
ISO 16949 Implementation / 3 / 2
Program Management Training / 3 / 1
Theory of Constraints / 2 / 1
Six Sigma Black Belt Defect Elimination Projects / 2 / 2
Policy Deployment / 2 / 1
Optimized Data Surveillance-Data Collection, Retention, Reporting / 20 / 20