Carl R. Arens Jr. has over 30 years of experience leading lean manufacturing and operational excellence initiatives for Fortune 100 companies. He is a Lean Expert and Six Sigma Green Belt seeking a position to utilize his expertise in process improvement, lean methodologies, and leadership development. His background includes roles managing quality, engineering, materials, manufacturing, and continuous improvement functions.

1. Carl R. Arens, Jr., Lean Expert/ Six Sigma Green Belt
7004 Colony Point Drive, Riverview, FL 33578 Cell: 813.534.9507 Email: Carl58arens@gmail.com
______
STRATEGIC LEADER in Lean Manufacturing and Operational Excellence with proven results
building/leading results oriented Global Lean and bestin Quality functions for Forune 100 companies. Hands on
professional with over 30 years of experience who is a teacher and practioner of lean methodologies. A change agent
(lean) who has the ability to create a strategic vision for continuous improvementand assessmentofbusiness
developmentneeds. Managerial style has emphasis on team building & empowermentthat drives continuous
improvement. I have expertise in managing projects from conception to completion. Iam seeking a challenging
position where Ican utilize my expertise and talents.A diverse background- Business UnitManager,Engineering
Manager, Quality Manager, Materials Manager, Manufacturing Manager, Continuous ImprovementManager,Lean
Six Sigma Manager. Ability to manage directand indirectlabor in complexmatrix organizations. Proven pastsuccess
in driving Lean & Six Sigma,creating a Vision,getting profitability results. Effective Facilitator, Presenter,Coach and
Trainer in all aspects oflean.Facilitated hundreds ofkaizen events, trained over 1000 associates,facilitated train the
trainer sessions.
Areas of Expertise:
 Process Improvement
 Automotive/Aerospace (QS, ISO, APQP, FMEA, 8D, Lean, Six Sigma
 Leading Change
 Lean- Value Stream Mapping, Strtegy Deployment (Hoshin planning), TAKT Analysis, Line
Balancing, SMED, Standardized Work Charts
 Leadership Development
 Culture Definition/Integration/Process Improvement
PROFESSIONAL HISTORY:
Honeywell September 2013- Present
Clearwater,Florida
(Aerospace Corporate) Senoir Quality Engineer (Built In Quality)
As a Quality BIQ engineer I am involved in hands-on deploymentofBIQ tools across 80 Aerospace sites worldwide
with highestexternal and internal quality issues,performing on site assessments and provide feedback.Evaluation of
factory readiness and compliance to meet BIQ V7 specification for HOS, PCPX projecteffectiveness through
assessmentofprojects process maps,FMEA's and Control Plan, ensure robustness and successful completion of
action items to reduce high RPN's.The BIQ engineer shall assure compliance with Aero quality SAT process.On site
5 elementrestart facilitation and training for RPS/ Andon, Quality Management Board,Tier Intergration, Systemic
Action/ Knowledge Sharing,and Process ImprovementTeams.
Honeywell January 2008- September 2013
Clearwater,Florida
Honeywell Operating System Lean Specialist ( Based on the Toyota Production System)
Site lean expert in the deploymentof the Honeywell lean Operating System. The site was firstAerospace site in the
U.S. to achieve Bronze certification for HOS. Train and coach site leadership team and personnel in implementing
HOS (lean tools,principles,and methodologies). Facilitate kaizen events to drive improvements.Utilize lean tools
such as VSM, SMED, TPM, 5S, problem solving,FMEA’s during these kaizen events to achieve targeted results.
Supportother sites as needed in coaching,facilitating,and implementing lean elements ofHOS. Assistthe HOS Site
Leader and site leadership in the developmentofstrategic and tactical deploymentplans and initiatives.
Wellcraft Marine Corporation October 2003- November 2007
Sarasota,Fl
Lean/ Six Sigma Manager
I was responsible for implementation oflean and Six Sigma into the daily production in a boat manufacturing setting.
 Implemented a 5S program,Performance metrics ( Key Process Indicators) Monthly Reviews
 Facilitate and manage numerous projects and teams in costreduction initiatives (over $1.5 M to date)
Monthly Reviews
 Implemented new layouts for several manufacturing,shipping and receiving areas byanalyzing material
flow and process flow using spaghetti diagrams and process mapping during kaizen events
 Implemented visual management – Communications boards,TAKT scheduling,Andons,Kitting,
Kanban
 Additional responsibilityincludes- Shipping,Production Control (Master scheduling for facility),
Maintenance,Safety, CostAccounting (Operations)
Mark IV Automotive/ Dayco Products May 2001- October 2003
Easley, SC
Operations Manager (Lean Change Agent)
Managed and directed a two shiftmanufacturing operation in the production ofpower steering assemblies. Iwas
responsible for (450) employees.Icreated strategic vision for productivity improvements utilizing lean methodologies.
 Facilitate training for all employees in lean thru simulations and hands on kaizens.(Principles oflean,Cause
& Effect, Value stream analysis,FMEA’s, 5S, 8D’s,standardized work).

2.  Implement5S program,Visual ManagementSystems (andons,production metrics,kanban).
 Reduced labor costs by $1.4 million~ 100 Direct & 16 Indirect
 Implementa supermarketkanban for raw material with card system & tugger routes
 Re-layout of entire factory to accommodate changes from kaizens - 44 work cells,shipping & receiving
 Reduced supervision from 6 to 4
General Cable Corporation September 1998- May 2001
Altoona, PA
Operations Manager (Lean Change Agent)
Manage and direct three shift manufacturing operation in the manufacturing ofignition wire sets and booster cables.
Responsible for (250) employees in meeting companyobjectives for service, quality and cost containmentwithin
budgeted goals. The site was nominated for Industry Week’s Best Plant of the Year Award.
 Lean manufacturing change agent for facility- facilitated training for all personnel and created a strategic
roadmap for improvement. (Principles oflean,factory simulations,Cause & Effect, Process Mapping,
FMEA’s, 5S). Identified and implemented over 250 costsaving ideas.
 Increased outputby 54% to meetvolume demand forecasted in 1999 through Kaizens’ and use oflean
manufacturing techniques.
 Promoted teamwork in a cross-functional setting with focus on RootCause Analysis.
 Decreased indirectlabor costs by37%- through process mapping,identifying waste and developmentof
standard work procedures.
 Deployed Kaizens and eliminated batch processing and developed single piece flow.Reduced cycl e time
from 3 hrs. 23 minutes.To 20 seconds.
Quality Manager
Managed and directed all phases ofQuality Assurance and improvementinitiatives for quality.
 Implemented ISO9002.
 Implemented an SPC program to control terminal retention to meetSAE requirements.
 Technical liaison on all engineering issues;generated over 60 engineering changes.
 Materials Review Board Champion-initiated over 500 corrective action requests.
 Materials champion-annualized savings in excess of1.2 million a year.
HEINTZ Corporation September 1989- September 1998
Philadelphia, PA
Materials Manager/ Project Manager
Managed all purchasing,production control,shipping/receiving and general store activities for a staff of (60)
supervisors and union personnel in the manufacturing ofaerospace components.
 Forecasted monthlysales and directed manufacturing to meetproduction requirements and objectives.
Controlled and reduced inventory.
 Primary contact with all customers to ensure timelydelivery of products.
PRATT & WHITNEY January 1979- September 1989
North Haven, Ct
Strategic Analyst
Develop a business strategic plan for the manufacturing ofturbine vanes. Automated and optimized equipmentand
processes in the manufacturing ofturbine blades and vanes. Rearranged manufacturing equipmentinto flow lines
and manufacturing cells.
 Determined and justified capital investments –$50 Million over 5 years.
 Conceptualized and implemented strategies to create a focus factory.
Business Unit Manager/ Mfg. Eng. Technical Unit Manager
Directed a work force of (125) supervisors,engineers,and union personnel in the manufacturing ofturbine vanes.
Forecasted and scheduled dailyactivities in order to meetmonthlyobjectives. Directed (15) manufacturing,quality
and industrial engineers to provide tooling and processing requirements in the production ofhigh turbine airfoils. I
provided manufacturing processing instructions,tooling,and equipmentfor start-up and maintenance of
manufacturing operations.
 P&L responsibility. Promoted teamwork in an MRP, JIT and continuous improvementenvironment.
 Implemented an Operator Certification Program with utilization of SPC for process control.
 Justified $4m in capital equipmentand effective implementation into production.
EDUCATION:
Honeywell- Lean Expert Certification 12/09
Honeywell- Greenbelt Certification 2008
Allied Signal,Toledo,OH-GreenbeltSix Sigma Certification 1999
University of Kentucky – LEAN (based on the Toyota Production System) 1999
Central ConnecticutUniversity, New Britain, CT- BS~ Industrial Technology1989 3.45 GPA, Honors
MiddlesexCommunityCollege, Middletown,CT- AS~ Business Management1986 3.5 GPA, Honors
South Central CommunityCollege,New Haven, CT- AS~ General Studies 1985 3.3 GPA, Honors
Excellent References available upon request