Dick Scott
Background
Senior manufacturing operations consultant with expertise in operational excellence, team building, innovative problem solving, new model program launches, lean manufacturing, operational benchmarking, business and operational plans development, continuous improvement, strategic planning and implementation.
Education
- Bachelors of Science – Production Management and Business, Missouri Valley College
- Kepner-Tregoe Problem Solving & Decision Making
- Dale Carnegie Human Relations Skills
- UofM Lean Manufacturing
- Lean Learning Center Lean Systems
- Certified Project Manager (PMP) - Project Management Institute
Project Experience
- Developed partnerships with Major Tier One Suppliers utilizing distinctive methodologies to improve operational efficiencies (Safety, Quality, Delivery, Cost, and Morale) and reduced operating costs.
- Employed Operational Excellence Assessment tools to customize Lean System training that optimized total system performance at OEM and Tier One Suppliers. Partner engagements included: General Motors, Ford Motor Company, Lear Corporation, Oxford Automotive, Federal Mogul, NexPak Corporation, The PAC Group, Royal Oak Industries, C&P Americas, and Mercedes Benz.
- Employed Operational Excellence Assessment tools to customize Lean System training that optimized total system performance at OEM and Tier One Suppliers. Partner engagements included: General Motors, Ford Motor Company, Lear Corporation, Oxford Automotive, Federal Mogul, NexPak Corporation, The PAC Group, Royal Oak Industries, C&P Americas, and Mercedes Benz.
- Provided leadership to develop lean manufacturing systems to key automotive manufacturers and suppliers that yielded streamlined processes and procedures and reduced costs.
- Directed a team of 70+ lean manufacturing consultants throughout North America, with responsibility for the sales, recruiting, project management and financial performance of the entire lean manufacturing division.
- Accelerated the implementation of the Ford Production System at four major locations. Key to project success was “out of the box” thinking, which resulted in quantum improvements for Ford.
- Worked with Tier One suppliers developing a Systems approach that would ensure on-time decision-making, and risk reduction within cost targets resulting in a quality product
- Led multiple teams, working with General Motors and Ford Motor Company Assembly Plants to improve process and product designs resulting in improved J.D. Power IQS rankings. Processes and methods used were institutionalized into corporate cultures which insured on-going continuous improvement for future programs.
- Led multiple teams, working with General Motors and Ford Motor Company Assembly Plants to improve process and product designs resulting in improved J.D. Power IQS rankings. Processes and methods used were institutionalized into corporate cultures which insured on-going continuous improvement for future programs.
- Provided leadership as Program Launch Manager for the new NS Minivan at three manufacturing locations with overall responsibility for manufacturing, product engineering and procurement and ensured that the program was launched on-time within budget and at the required Quality level.
- Directed engineering responsibilities for the development and introduction of the new 1995 Chrysler NS Minivan Program. This $2.3 billion program, with manufacturing facilities in three countries, was on-time and within budget.
- Directed engineering responsibilities for introduction of the 1992 Chrysler ES Minivan in Graz, Austria. Planned and implemented construction of a new 873,000 square foot facility and development of a new European Tier One supply base to support the facility.
