Kip Barker
Mechanical Engineering graduate from Tri-State University, currently working at Barker Productivity Associates, LLC.
| Headline: | Service Provider |
| Skills: | Business, Engineering, Leadership, Management |
| Groups: | Linking Indiana |
| Interested in: | Consulting opportunities, Meeting new people, Offering Expertise, Professional opportunities, Providing services to startups |
| Schools: | Tri-State University |
WORK EXPERIENCE
| Employer: | Barker Productivity Associates, LLC, Fort Wayne, IN |
| Position: | Current Client Role – KanBan Scheduling System Project Manager |
| Time period: | January 2007 - Present |
| Description: | Current Client Role – KanBan Scheduling System Project Manager. Responsible for project management to develop a new scheduling system between client manufacturing sites and their customer locations for a major international corporation.
• Leading a multi-company team through the development of a new KanBan scheduling system that will streamline the process between the client’s two manufacturing sites and their customer’s six “ship-to” sites. Client Role – Project Management System Development and Project Manager. Responsible for development and implementation of a new project management system as well as direct leadership of projects within the new system. Involved coordinating initiatives and training associates at multiple locations of a Fortune 1000 corporation. • Led the Business Unit Management team through the process of identifying, scoping and prioritizing their business projects/initiatives compared to their business unit objectives. Process started with over 150 projects that were prioritized down to the top 30 projects for the business |
| Employer: | äptimise, LLC, Fort Wayne, IN |
| Position: | Client Role – Program Mgr, Business Integration |
| Time period: | January 2006 - December 2007 |
| Description: | Client Role – Program Mgr, Business Integration. Responsible for Management of multiple projects as part of a Corporate-led $50+ mil facility expansion project, coordinating efforts of teams to improve facilities, design and build new manufacturing equipment and consolidating manufacturing operations into the client’s facility.
• Led implementation of “brown field” facility improvements ($1.5 M Capital) for Business Unit relocating their operations. • Led the client’s manufacturing team in reshaping their facility condition and layout, using Lean/Kaizen methodologies. |
| Employer: | Therma Tru Corporation, Butler, IN and Edgerton, OH |
| Position: | Manager |
| Time period: | January 2001 - December 2006 |
| Description: | Manager, Product Engineering. Responsible for activities of nine (9) Product/Project Engineers and seven (7) Lab Technicians in support of cost reduction, new products, lab testing, platform simplification (DFSS), product rationalization, and Lean Manufacturing (TPS) for six Therma Tru facilities and over $500 M in sales of door systems.
• Facilitated Lean Manufacturing project to reduce NVA travel in the Physical Properties Lab by 20%. • Drove culture change to increase team productivity and effectiveness, saving $3.3 M annualized in second half of 2005. • Increased Engineering Release and Documentation activity by 26% in second half 2005. • Coordinated product rationalization project, eliminating 10% of the SKU’s in the categories targeted. Manager, Product Platform Simplification. Responsible for two (2) Product/Project Engineers in development of design and manufacturing related product platform simplification opportunities. • Led team of two (2) Product/Project Engineers as part of a Lean Design Transformation team that developed a $4.8 M Capital / $5.2 M savings project, reducing over 90 raw material SKU’s in the process. • Led a “Design for Lean” focus initiative that identified and executed over $1.25 M of short term savings in product platform simplification, reducing over 75 (est. 25%) raw material SKU’s as well. • Led planning and execution of a cross-functional Platform Simplification Brainstorming Session, in which 62 people participated, yielding over 400 simplification ideas. Manager, Residential Business Engineering Team. Responsible for building a team of ten (10) direct reports (Process and Product Engineers) up to a team of twenty-one (21) to support manufacturing, cost reduction, new products, field issues fixes, and Lean Training conducted in six Therma Tru facilities. • Visited and trained eleven (11) customers in Lean Manufacturing (TPS) to help improve their business. • Using Lean/Kaizen principles, led a special cross-functional team to identify and execute several cost reduction opportunities in our fiberglass product lines. Resulted in over $2.0 M in annualized savings. • Facilitated a team to correct several field issues with existing component products, resulting in the correction of over forty (40) known field issues and annualized cost reductions of over $120 K. Manager, Corporate Process Engineering. Responsible for six (6) Process Engineers in five (5) facilities, as well as for driving leverage of best practices, Six Sigma, Lean Manufacturing, plant trials, and process documentation across all facilities. • Developed Therma Tru’s first training material for Lean/Kaizen (TPS) and trained over 60 people on Therma Tru’s management team and manufacturing teams in all facilities, driving TAKT time studies and resulting projects to reduce NVA from the assembly process. |
| Employer: | YORK International Corporation, Polo, IL |
| Position: | Director of Operations |
| Time period: | January 1999 - December 2001 |
| Description: | Responsible for leading Manufacturing, Sourcing, Production Planning, Engineering, Total Quality / Process Improvement activities supporting two (2) manufacturing facilities, with 200+ employees and $30 M annual sales.
• Using Lean/Kaizen (TPS) concepts, led On Time Delivery improvement from 70% to 94%. • Restructured workforce into High Performance Work Teams and taught them 5S/Lean to drive ownership and productivity improvement, resulting in nearly 40% improvement of sales $ output per associate. • Recruited and developed a new Plant Manager, and created a Lean / Six Sigma Organization across facilities. • Established new measurement systems for Key Performance Indicators (On Time, Productivity, Efficiency) in both facilities and started identifying improvement opportunities. |
| Employer: | General Electric Aircraft Engines, Madisonville, KY and Springfield, IL |
| Position: | Work experience |
| Time period: | January 1996 - December 1999 |
| Description: | Six Sigma Master Black Belt – Springfield, IL Full Aircraft Service Business
Responsible for leading all Six Sigma activities at GEAE’s Garrett Aviation site in Springfield, IL, including strategy development, project selection and execution, direct supervision of Black Belts (Quality Project Leaders), and the teaching and mentoring of the Lean/Six Sigma philosophy. • Organized and led Lean / Six Sigma Training, resulting in 81 “Green Belts” being trained, as well as monthly manufacturing and transactional Kaizen events attacking cycle time and NVA. Led to a Billing Cycle Time reduction from 30 days to 10 days, and Engine Inspection Cycle Time reduction from 20 days to 9 days. • Led Springfield facility to 1998 savings of $2.6 M annualized, and 1999 savings of $3.0 M annualized, improving 1998 site operating margin by $2.7 M. Six Sigma Black Belt – Madisonville, KY Aircraft Engine Component Manufacturer Responsible for learning, applying, teaching, and mentoring Six Sigma problem-solving tools and tactics at a $270 M output, 850 employee facility in Madisonville, KY. • Earned Black Belt Certification from GE Corporate. Overall results achieved on certification projects were a 95% defect reduction and over $200 K in annualized cost reductions. • Developed training material and program, leading training for all site “Green Belt” Project Leaders in 1997. Led to completion of 130 projects, with estimated savings of $6.0 M annualized. |
EDUCATION
| University: | Tri-State University |
| Degree: | Mechanical Engineering, BSc |
