BSM Maintenance Lead - Lean CI & Six Sigma Black Belt at Berry Global, Inc.
Evansville, Indiana Area
OPEX - Lean manager - Purdue MEP Manufacturing Industry Advisor SW IN
2014 to 2018
Evansville, Indiana Area
Casting Maintenance Group Leader
2011 to 2014
Warrick plant, Evansville IN
NARP Regional Lean Lead - North American COE Instructor - Multiple sites
2008 to 2011
Facility Maintenance Lead / Lean Manufacturing Specialist
2004 to 2008
Berry Global, Inc.
Building, Material Systems, Facilities Maintenance Lead - Lean CI and SSBB
Evansville, Indiana Area
Toyota North America
Production Team member
2002 to 2004
United Brotherhood of Carpenters and Millwrights - S.I.D.C.J.A.T.C Local #90
Journeyman Carpenter Foreman
1995 to 2002
Associates Degree, Technical Studies /Technical carpentry
1997 to 1999
Oakland City University
C; Bachelors Degree, Organizational Management
1997 to 1999
Six Sigma Black Belt, Statistical analysis and Process Improvement, 30 Million dollar project / Impact award winner
2017 to 2017
What company does Joe DeVoy work for?
Joe DeVoy works for AstraZeneca
What is Joe DeVoy's role at AstraZeneca?
Joe DeVoy is OPEX - Lean manager - Purdue MEP Manufacturing Industry Advisor SW IN
What industry does Joe DeVoy work in?
Joe DeVoy works in the Mining & Metals industry.
OPEX - Lean manager - Purdue MEP Manufacturing Industry Advisor SW IN @ AstraZeneca From 2014 to 2018 (4 years) Evansville, Indiana AreaCasting Maintenance Group Leader @ Alcoa Maintenance Leadership of 24/7 3+Million pounds per day casting operation.Accountable for 6 supervisors, 90+ tradespeople, annual outage coordination and execution, contractor management, safety, quality, cost control measures, union labor relations, and continuous improvement activities. From 2011 to 2014 (3 years) Warrick plant, Evansville INNARP Regional Lean Lead - North American COE Instructor - Multiple sites @ Alcoa Promoted to the ABS Center of Excellence Instructor in Davenport Iowa. The NA CoE is a training facility that is used to accomplish the goal of rapid implementation of Alcoa's Lean Manufacturing initiatives.Course attendees are a diverse mix including hourly operators, staff roles, manufacturing managers, operation managers etc from across the US and abroad.Courses are based on the progression of the implementation of the Toyota production system as outlined in the Toyota "house". These courses include: TPM, Daily Management, Kaizen, A3 Problem Solving, A3 thinking, Reward and Recognition, Suggestion System implementation, Communication Strategies, A3 Thinking and System Analysis, SMED Implementation, Failure Management, Machine Kaizen, Standardized Work, and other advanced topics.Work directly with Davenport works to practice a "learn by doing" curriculum for all sessions. This enables the practical application of the subjects and is beneficial to DPW improvement efforts. ABS implementation, with help of the NA CoE, has resulted in record setting performance for DPW in Safety, Productivity, efficiency, inventory reduction, and R.O.C.Have highly advanced group facilitation skills and presentation abilities.Have made several positive changes to the internal operation of the NA CoE resulting in increased efficiency and course effectiveness.Have DI (degrees of implementation) training and understand the correlation to ABS and financial results.Traveled to 8 plants routinely to help them with the implementation of lean principles. From 2008 to 2011 (3 years) Facility Maintenance Lead / Lean Manufacturing Specialist @ Alcoa Directly responsible for the safety and productivity of a 26 to 36 person crew that worked 24 -7-365. Accepted the additional duties of confined space S.P.A. Pushed and completed an entire reworking of the way confined spaces were classified, inventoried, conducted and audited. These changes are still in use today and have resulted in multiple productivity improvements.Promoted to TPM Coordinator, and shortly after, A.B.S (Alcoa Business System) Lean Manufacturing Specialist for Ingot and then Rolling division. Developed and completed the Ingot A.B.S. learning center where lean manufacturing is taught at floor level. Developed, organized, and worked with Industrial Contractors to build the Rolling Training Center. This is a place where ABS, safety, and daily management converge. This floor level facility contains a daily management room where the Rolling Division meets each morning to plan the 24 hour strategy. The past practice was a separate Hot Mill and Cold Mill meeting and communication and accountability were limited. There is also a benchmark ABS training room where all ABS functions take place.Responsible for the implementation of T.P.M., (Total Productive Maintenance), a production driven machine stability and improvement method. Progressed ahead of schedule while focusing on operator engagement and participation. Achieved 7 separate level PC goals.Responsible for the implementation of: kaizen, T.P.M., daily management, A3 problem solving, suggestion system, reward and recognition and communications. Increased employee engagement by bringing in the running Kid Rock monster truck, the Indiana National Guard with a Howitzer cannon, Buds Harley Davidson, the Jasper Engines Lean Manufacturing Team (JPS) and the Jasper engines #12 Alltel car from the NASCAR circuit. These activities were designed to unite and motivate the work force. From 2004 to 2008 (4 years) WarrickBuilding, Material Systems, Facilities Maintenance Lead - Lean CI and SSBB @ Berry Global, Inc. How are you doing today? Are you having a good day? A good week? I surely hope so.Officially I am a Maintenance and Lean Leader. In practice I am a change driver and servant leader. I have a team of talented and passionate people. We are a large Maintenance Team tasked with keeping the plant running full speed 24 / 7 / 360+. We own all of the plant utilities, water cooling towers, HVAC chillers, material handling silos and blowing systems, the building and grounds, the fire system and many other key segments of the business. It is challenging and rewarding work! We have people with 35 years experience and talented new people. Our team is focused on Five S, Visual Management, Leader Standard Work, and TPM. For 2020 we are focusing on the complete reorganization of our shop, equipment, and the team itself. We have made great strides in cleanliness, EHS, Quality of service, and PEOPLE ENGAGEMENT! We are excited about our work, the future of our BSM department, and Berry Global. Our best is ahead! Joe Evansville, Indiana AreaProduction Team member @ Toyota North America Worked in the east body weld plant on the C.S. line as a welder and assembler. Worked on a new model start-up team to design the processes and equipment in Zone 1 of the C.S. line.Qualified as a team leader candidate in first six months. Participated in multiple voluntary lean manufacturing seminars focusing on standardized work, pull systems, production flow, and the science of Kaizen (continuous improvement) as applied to manufacturing.Applied these concepts, with my team, to our zone resulting in increased mobility of equipment and ease of operation.Excellent performance earned a transfer to the body fit department where we focused on panel alignment. From 2002 to 2004 (2 years) Princeton INJourneyman Carpenter Foreman @ United Brotherhood of Carpenters and Millwrights - S.I.D.C.J.A.T.C Local #90 Began as a carpenter's apprentice in a four year program. Learned and practiced all facets of commercial carpentry including: concrete forming, metal and wood framing, interior systems (doors, wall and ceiling systems, hardware), building layout and finish carpentry.Promoted to job and crew foreman in 3rd year of apprenticeship.Possess high level print reading, organizational and leadership abilities. Built a track record of profitable, on budget and on or ahead of schedule projects. From 1995 to 2002 (7 years) Evansville IN
Introversion (I), Sensing (S), Feeling (F), Perceiving (P)
3 year(s), 10 month(s)
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