Cynthia A. Marshall's Email Addresses & Phone Numbers

📖 Summary

An individual contributor and teamleader that has a proven track record in Research & Engineering, Safety, Quality, Continuous Improvement/Lean, and Operations utilizing continuous improvement techniques to sustain. Talent to engage, develop, and influence both nonexempt and exempt employees to deliver business results.Environmental, Health, & and Safety Consultant @ Utilizing continuous improvement/Lean tools to deliver zero injuries while developing systems, training, and capability to sustain. Facilitated Safety Strategy Deployment sessions and implemented A3s to reduce injuries by 50%. From August 2013 to Present (2 years 5 months) Mobile, Alabama AreaFamily Care Product Supply Sector Continuous Improvement Leader @ Implemented, trained, and developed over 300 hourly and salaried employees in the Lean Manufacturing Principles and Tools Facilitated Kaizens, 4SPS, waste walks, and strategy deployment sessions for Safety, Quality, and Costs to deliver over $50MM. Led Family Care Lean Coordinators network with seven facilities to deploy lean and transfer knowledge. From August 2010 to August 2013 (3 years 1 month) Quality/Engineering Product and Process Improvement Team Leader @ Led Strategy Deployment Raw Material Waste A3 to save $1MM in Raw Material Waste utilizing visual standards and Lean tools. Managed twenty hourly and salaried quality/engineering team to reduce diaper and child care machine waste and delay by 10%. Delivered 3% kdf waste by working with vendors and asset team to determine root cause of wastes, writing standards, and problem solving. From February 2009 to July 2010 (1 year 6 months) Operations Asset Leader @ Led production activities for converting tissue assets by developing and managing 4 salaried and 50-88 hourly personelle. Delivered 46% increase in ovals production YOY over 2007 by partnering with vendor. Delivered 5% reduction in Folded conversion spending by optimizing crews, managing white space, and controlling spending. Led converting department training team to complete 48 hourly personnel training certifications. From November 2007 to March 2009 (1 year 5 months) Operations Team Leader/Quality Manager @ Managed 100 hourly and 3 salaried direct reports on baby wipes converting machines. Achieved 80% overall score on first ever mill quality audit. Transitioned hourly quality workforce from 8 hour schedule to 12 hour schedule to meet upcoming run to target quality sector changes and work responsibilities. Achieved 12% increase in Rate of Operation, 10% increase in machine speed, 13% in volume growth for 2006 over 2005 through communicating and setting objectives, uptime initiatives, grade change efficiency, and Centerlining and LEAN/RFS initiatives. From March 2005 to November 2007 (2 years 9 months) Operations Asset Leader/Process Engineer @ Led three different machines in the manufacturing of baby diapers. Led team to improve Reclaim and Soar assets rate of operation by 13% and 16% respectively by reducing delay using root cause analysis and grade change optimization. Developed and implemented restructuring plan for SOAR asset to improve cost structure and team efficiency by reducing team by 4 personnel. Reduced core waste on nonwovens SOAR NBL by 43% and Hook by 40% to reduce costs by optimizing unwinds and communicating with hourly colleagues . Reduced outer cover delay by 40% by collaborating with internal vendor, analyzing data, and troubleshooting equipment. From July 2001 to March 2005 (3 years 9 months) Process Engineer @ Developed Research and Manufacturing Special Run procedure/map. Assisted team in reducing ear delay by 20% utilizing Process Development System (PDS) by trialing raw materials, writing procedures/standards, and collaborating with operations team. Evaluated and submitted patent disclosure for elastic entrapment process for supreme diaper. From May 1999 to July 2001 (2 years 3 months) Production Shift Supervisor @ Supervised union personnel on 6 lines for Correlle dinnerware Forming process that included payroll, attendance, quality, process work instructions, and production reports. Reduced shift absenteeism by 50% by designing an Excel absenteeism database to maintain records. Achieved 98.1% process control compliance versus an objective of 97% using control charts. From July 1997 to May 1999 (1 year 11 months) Process Engineer @ Assisted Staff Engineers in the heat treat and blasting department by writing equipment specifications and process work instructions. Collaborated and traveled to vendor for preliminary acceptance of capital equipment From June 1996 to July 1997 (1 year 2 months) Master of Science (M.S.), Management @ Southern Wesleyan University From 2008 to 2010 Bachelor of Science (B.S.), Mechanical Engineering @ North Carolina Agricultural and Technical State University From 1991 to 1996 Cynthia A. Marshall is skilled in: Lean Manufacturing, Continuous Improvement, Kaizen, Process Improvement, Manufacturing, Root Cause Analysis, Strategy, Quality Management, Leadership, Management, Training, Cross-functional Team Leadership, Six Sigma, 5S, Process Simulation, Inventory Management, Value Stream Mapping, Supply Chain, Engineering