1. Kevin A. Logeais
1306 Delaware Drive
Mansfield, Texas 76063
Cell phone: (682) 402-7572
E-mail address: andrelogeais@yahoo.com
Summary
Continuous Improvement oriented manufacturing engineer (BSME) and manager with a broad technical base of
knowledge in manufacturing with expertise in production metal working. This includes technical expertise with NC Brakes,
NC Punches, Hard Tooling, Powder Coating, Milling, Turning, Screw Machines, NC and Specialty Grinding Machines,
Heat Treating and metallurgy. This experience also includes production control (planning), Flow control (Pull, Kanban,
Kitting, JIT, Plant Layout), Scheduling, Manpower (Union & Non Union), Product costing, and Budgetary control (the
ERP/MRP software used included Mapics & SAP). Used extensively as a resource to help resolve process and
production issues at “sister plants” at Eaton Cutler Hammer and at Siemens.
Qualifications
 Core member of three management teams that successfully saved endangered plants.
 Six Sigma Greenbelt and Lean certification (Eaton Lean System).
 Skilled in applying Lean and TOC methods to improve the financial bottom line.
 Extensive technical experience applying Lean techniques to continuously improve assembly, fabrication,
operations, and sales processes.
 Extensive experience in defining/configuring/implementing MRP/ERP/MES/CAM systems for maximum
production floor efficiency (MAPICS, SAP, DMM, OPTIMATION, INVENTOR, PRO-E).
 Multiple high visibility capital and productivity projects completed with savings in excess of $6M.
 Experience in the rollout of new product designs (ProLaunch).
 Extensive experience in deploying quality initiatives (SPC, Poke Yoke, LCA, PPAP, PFMEA, DFM)
Work Experience
Sabre Industries Inc. October 2014 to June 2015
Tubular Structures Division (High Voltage Power Line Towers)
Director of Continuous Improvement
 Responsible for productivity and quality improvements through the application of the Lean methodology.
 Designed and implemented a weld jig that saved approximately $240K/year
 Designed a fixture that potentially will save an estimated $1.25M/year directly, with follow-up synergies of
up to $5M annual savings.
 Using Lean techniques, drove quality issues down by 35% on a critical process (L/S SAW).
Siemens Industry Inc. April 2011 to September 2014
Power Distribution and Control Equipment – Switchgear, Power Panels, Switchboards
Manufacturing Engineering Manager
 Responsible for plant wide Continuous Improvement, my department drove $3M in annual cost savings.
 Rebuilt the Manufacturing Engineering Department with Lean minded Manufacturing Engineers
 Created an ME Tech classification to bolster the department’s capacity by hiring internally and training
hourly employees that showed initiative in Lean implementation and were change agents.
 Implemented TPM program and a Greenlight system that increased machine uptime by 27%
 Rewrote the Maintenance Tech specs to infuse the department with certified or degreed techs who were
capable of troubleshooting and repairing complex NC machines.
 Core team member in rolling out a process to implement a Lean Culture at Siemens GP: setup Lean
training classes for all employees in all departments followed by continuous rolling cross functional
Kaizen events that attacked problem areas prioritized by the leadership team.
 My team coached the cross functional teams (Kaizen) which took on short term projects (4 week
resolution). Also oversaw the implementation of autonomous Continuous Improvement Teams (SQDC).
 Worked closely with the Customer Order Engineering and Design Engineering Departments on all DFM
issues related to Assembly and Fabrication.
 Worked closely with the Materials groups and Logistics groups on cost reduction projects related to
material specifications, cross company manufacturing logistics, and insource / outsource decisions.
 Used Lean techniques to increase flow, cut inventory, and reduce operating costs
 Managed the implementation of $6M in capital projects (CapEx plan, AR generation & Approval, project
oversight).
 Plant profitability went from a 25%+ Net Loss in FY06 (year before I joined Siemens) to a 10% Net profit
in FY14.

2. Siemens Industry Inc. October 2006 – April 2011
Power Distribution and Control Equipment – LV Switchgear, LV Power Panels, LV Switchboards
Operations Manager- Fabrication & Mfg. Eng. Manager
 Responsibilities included financial controlling, productivity, HR activities and general control of Fabrication
/ Maintenance / Powder Coat / Manufacturing Engineering departments.
 Driving Continuous Improvement and using Lean techniques, hourly headcount was reduced from 144 to
82, with sales increasing by 46% in that time period.
 Revised plant layouts to organize machines into cells with both passive and active automated material
transfer systems.
 Revised the scheduling systems from time base to event base which reduced kitting head count by 78%
by reducing chaos and creating a stable process based on a “master – slave” cell structure that ensured
all parts for a kit arrived in a very narrow window. This improved kit accuracy and delivery reliability to
Assembly by better than 75%.
 Redesigned kit carts to organize materials to reduce handling, searching and excessive movement in
product Assembly.
 Configured shipping containers and organization for parts produced in TX and shipped to CA. Organized
into kits for Assembly efficiency, all as part of an insourcing cost reduction project. Shipped kit format
reduced Assembly set-up time by 89% in Pomona CA facility.
 Budgets for the departments listed above were reduced by 54% during my tenure.
 Reduced the fabrication lead time by 90% (from 2 weeks to 24 hours).
 Improved Kitting speed and reliability enabled the reduction of queues (Inventory) by 67%.
Eaton Corporation February 2002 – September 2006
Power Distribution and Control Equipment – MV Switchgear, MV Switches, LV Busway
Senior Manufacturing Engineer / Senior Analyst Supplier Quality
 Responsible for the Continuous Improvement of the fabrication areas.
 Implemented Eaton Lean System tools (VSM, 6 Sigma, TPM, 5S, SUR, CF, PULL, & SW).
 Worked closely with the COEs (design engineering) daily on DFM issues.
 Worked with suppliers, purchasing, and COE’s to ensure lowest cost, improved quality, and improved
deliveries.
 Championed and implemented an MES system (CAM / Production Control system) that became the
model for all Eaton plants worldwide.
 Six Sigma Greenbelt project that resulted in a material savings in excess of $200K (completed
certification).
 Greenbelt project to configure and implement an ETO pull production control system (DMM) that resulted
in a $1M annual savings (material and labor).
 Created and implemented a project to realign the fabrication area into cells, which has garnered over
$400K yearly savings (material and labor).
 Designed and implemented a Busway housing fabrication system that reduced 14 heads per shift down to
4 heads per shift while increasing production from 110 units per shift to 240 units per shift, allowing that
product line to go from an annual loss to producing a $3M annual profit.
Jarvis Cutting Tools January 1989 – February 2002
Cutting Tool Manufacturing – HSS Drills and Taps – Aerospace focus
Chief Engineer
 Responsibilities included product design, manufacturing process engineering, product cost analysis,
production control, quality control supervision, contract quoting, customer support, and sales support.
 Maintained all product and process data in Mapics (MRP). Used for product costing, productivity
measure, and efficiency tracking (improvement baseline data).
 Prepped and analyzed metallurgical samples to control and investigate quality issues.
 Implemented an 8D process as part of the MRB, and put in place SPC as part of an overhaul of the QMS.
 Responsible for driving continuous improvements in all areas of the business.
 Served as supervisor over purchasing, stock room and office in the early to mid-1990s.
 Spearheaded Jarvis’ thrust into the Aerospace special drill market, garnering millions of dollars in sales
(multi-year supply contracts with Boeing, Vought, Northrop, and Lockheed).
 Designed and implemented a semi-automated adapted drill assembly cell.
 Designed and implemented a drill speed quality test / check system which satisfied a customer (Boeing)
validation requirement.
 Designed and implemented a High Velocity Coolant system in which a costly step grinding process was
enhanced to triple output (60pcs/hr to over 180pcs/hr) giving Jarvis a competitive advantage (higher
throughput, lower cost & improved quality) in the market place. A technical paper on this was published.

3. Winner’s Circle Manufacturing Company September 1988 – December 1988
Screen printing textiles
Printing Division Production Manager
Lockheed Aeronautical Systems Corporation August 1987 – August 1988
Aircraft Manufacturing
Technical Associate Engineer - Manufacturing Research
Warner Robbins Air Force Logistics Center August 1986 – August 1987
Depot Maintenance Facility for USAF – Aircraft repair center
Electronics Technician and General Machinist
Education
 BS Mechanical Engineering Technology, SC State University, 2006
 AS Mechanical Engineering Tech; Piedmont Tech College 2004
 AS Automated Manufacturing Tech; Piedmont Tech College 1986
References
 Furnished by request