Stanley Neil Lindsay has over 30 years of experience in manufacturing and operations management. He has a proven track record of implementing lean principles to reduce costs, improve productivity, quality and on-time delivery. His skills include lean transformation, quality control, scheduling, and using SAP and other systems. Currently he is a Production Supervisor responsible for door manufacturing operations at Masonite International, where he has increased output through lean initiatives.

1. 2704 Deerborn St.
Wylie, TX 75098
214-794-6435
stanleylindsay64@gmail.com
STANLEY ‘NEIL’ LINDSAY
ACHIEVEMENTS • Increased productivity in finished goods assembly and distribution
• Improvements resulting in lower inventory through higher inventory turns
• Labor cost reduction through lean transformations activities
• Improvement in on-time delivery through daily metric management
• Successfully consolidated and integrated new operations from sister facilities
SKILLS &
ABILITIES
• Lean Transformation / Implementation
• Multi-cultural Operations Management
• Variable Overhead Cost Management
• Value Stream / Cellular Manufacturing
• Quality Control and Assurance
• Schedule Attainment / Planning
• Daily Management and Metric Leadership
• Use of MAC PAC and SAP for Scheduling and Inventory management
EXPERIENCE MASONITE INTERNATIONAL AUGUST 2015 - PRESENT
PRODUCTION SUPERVISOR
Responsible for Palazzo Specialty Door MFG, Shipping, Paint operations and Saw
Operations to 7,000 doors/shift.
• Combined tooling across 3 shifts into a controlled, managed point of use system (5S).
• Established a standard work for wrappers to eliminate wastes and implement single
piece flow, This resulted in positive labor and the reduction of queues created by excess
WIP.
• Increased delivery in FG from 12,400 to 13,700 doors per day. By incorporating lean
principles the plant output exceeded forecast in first quarter and continues to exceed
YOY forecast by 9%.
• Increased Palazzo Specialty Door output from 250 per shift to an average of 355 per
shift by team development and implementation of Mvantage 2016.
• Oversee the workforce on second shift.

2. APEX TOOL GROUP, LLC 2006 – JUNE 2015
MANUFACTURING SUPERVISOR 2013 - June 2015
Responsible for laser, stamping, assembly, and pack operations
• Assisted in managing the plant re-location from North Carolina to Texas and helped
coordinate inventory, processes, and documentation transfers to the Garland plant.
• Created standard work for pack operations and reduced labor cost for this cell.
• Collaborated with IT to fix multiple problems involving travelers and labels that were
not compatible in changes to our MRP system.
• Eliminated manufacturing waste resulting in sustained improvements such as relocating
raw material and manufacturing equipment to reduce walking distance and material
handling time. An additional benefit was an increase in available change overs from 60
per shift to 96 per shift which has allowed us to lower our production lead times.
• Cross trained team members to increase flexibility across the shop floor to minimize
the need for temporary labor.
• Managed large swings in customer demand from forecast to deliver above 95%
delivery to the customer.
VALUE STREAM 3 ASSEMBLY & MACHINING SUPERVISOR 2009-2013
Responsible for Ratchet machining, gear machining and assembly, ratchet assembly and
pack operations in VSM 3.
• Created value stream maps, participated in and led Kaizen events to create standard
work, single piece flow cells for ratchet assembly and pack operations. Through
multiple projects, hourly tracking, and daily visual management systems, we were able
to improve and sustain departmental performance.
• Supervised and visually managed 11 machining cells. This included managing forging
kanbans, schedule compliance, and effective root cause analysis and counter measures
to any and all safety, quality, delivery and productivity misses.
• Through team development, policy deployment, and daily management my team
accomplished a customer delivery improvement from 88% on time delivery to 96%.
VALUE STREAM 2 ASSEMBLY SUPERVISOR 2007-2009
Responsible for all assembly, marking and pack operations in VSM 2.
• Through value stream mapping and Kaizen events, we were able to combine 27
schedules into five schedules. We created five separate value streams from multiple
batch processes to reduce lead time and inventory.
• Established singles piece flow pack cells to reduce labor costs and drive schedule
compliance.
• Developed team leaders across three shifts with 126 employees and we were able to
increase schedule compliance from 58% to 85 %.
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3. 3RD
SHIFT SUPERVISOR 2006-2007
Responsible for the plant on third shift.
• Supervised cold form header operations, machining, Heat treat, Vibratory processes,
Plating and Black Oxide operations; along with Assembly and Pack.
• Created value stream maps and participated in Kaizen events to install flow cells for all
Wrench machining. These events increased labor productivity as measured in PPLH
from 68 to 120 PPLH.
• Supervised SQDC metrics on floor levels and communicated to site manager levels
daily.
MAINTENANCE FOREMAN, H.WATSON ENTERPRISES 2005-2006
• Responsible for the implementation of the 5S program in tool shops and inventory.
• Responsible for the Preventative maintenance on Liebert Air Handlers in clean room
areas of Texas Instruments.
• Performed preventative maintenance on pumps and motors in water treatment and
exhaust systems.
• Responsible for administrative maintenance.
• Decommissioning of old air handling units including pipes, ductwork and wiring.
TEAM LEADER – ENGINE SERVICE, GENERAL ELECTRIC 1983-2005
• Assembled and led a seven member cross-functional team that created lean flow in the
compressor blade shop by implementing single piece flow and standard work at each
station. Actions taken resulted in eliminated manufacturing waste, decreased WIP, lead
time reduction, and improved productivity by 23%.
• During my twenty two year span, I also worked on the assembly and disassembly of
gear boxes and accessories. This included the assembly and disassembly of the JT8D
Pratt and Whitney engines, IAE V2500 engines, and G.E. CFM56 engines. I also
worked in detail inspection, production control, shot peening, bench work, clean-up,
and I spent two years with the Quality Control team auditing Engine records packages
for compliance to service bulletins, AD notes, configuration, and customer work
specifications.
EDUCATION G.E.D.
LICENSES FAA Federal Power Plant License (P License)
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