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  1. 1. 11/10/05 CLYDE STEWART 1817 Paris Dr. Godfrey, IL 62035 (618)910-9270 Geometric Americas, Rochester Hills, MI 2007 -Present EXPERIENCE: Senior Projectl Engineer John Deere Davenport  Developed MMP to assemble front loaders on 2 autonomous lines. Formulated a continuous flow strategy that includes feeder cells, sub assembly cells, kitting, sequencing and small lot. Developed and implemented lean manufacturing plan and line design for 2 Forestry products. 7 years on site. Case New Holland. (CNH)  Implemented WCM and Kanban for the transmission assembly line. Developed and implemented data storage for WCM and Kanban in Microsoft Access with visual basic modules. Develop JIT and JIS flow racks and carts to support lean manufacturing. Reduced line side inventory by 60 percent. Developed plant layouts and special carts that reduced floor space by 50 percent. Consolidated Diesel Corp. (CDC)  Developed and implemented material flow processes and line side station layouts.Develop a material master database (PFEP) in Microsoft Access to support the 750 engines-a-day project. Analyze and document processes and procedures required to support e-kanban and ERP. Design Systems Inc., Farmington Hills, MI 2000 - 2007 SeniorProject Egineer Anniston Army Depot (ANAD)  Analyzed the flow of parts and components used in the assembly and disassembly of the V12, Detroit Diesel V6 and V8, Cummins V8 and the APU engines.Used this data to develop MOST standards for the assembly and disassembly operations.Developed the line balance and sequence operations for the Detroit Diesel V6, Cummins V8 and APU engines based on TAKT time analysis. AM General  Responsible for developing and implementing a Storage Analysis Tool for sizing and slotting the materials stored in the backup warehouse for the Hummer Plant at Mishawaka, IN. Determine the types and number of storage racks needed, the sequencing ofparts in the racks, and the level of inventory needed to sustain 55 units per day production rate. United States Postal Service  Responsible for tracking and auditing Equipment Enhancement Program and Gravity Take-ups installations at the Minneapolis and St. Louis Bulk Mail Centers. Resolve installation issues,document engineering changes,and write RFIs for additions/deletions to projects. Completed the Equipment Enhancement Program and Gravity Take-up Upgrade projects at the Kansas City Bulk Mail Center in June 2004. Member of team that reviewed labor costs,and made recommendations for improving labor efficiencies at the Kansas City BMC. This was a pilot program for the USPS. Member of a team that evaluated Powered Industrial Vehicles at the Los Angeles Processing and Distribution Center. Navistar  Responsible for setting up a Kanban systemfor the International Truck Assembly Plant located in Garland, TX. Set up ship-to-sequence programfor sub-contractors,designed and printed bar code labels for plant, and installed line pull stations for all assembly departments. Documented and wrote procedures for each phase of the project. United States Postal Service  Proposed solutions and estimated costs forthe Equipment Enhancement Program at the Dallas and Philadelphia Bulk Mail Centers. Completed the fork truck flow/emergency egress/aisle striping project at the Dallas Bulk Mail Center, and assisted on the same project at the Detroit and St. Louis Bulk Mail Centers. Worked on the SOW II Equipment Enhancement Program at the St. Louis Bulk Mail Center and assisted with the same project at the New Jersey, Minneapolis and Los Angeles BMCs.
  2. 2. CLYDE STEWART Page 2 of 3 Sigma Chemical Company, St. Louis, MO 1990 - 2000 Distribution Project Manager  Responsible for implementing material handling systems and process improvements at three distribution sites. Designed, obtained approval, and implemented two vertical carousels in a freezer environment. The project required retrofitting the freezer and was completed within schedule and budget. Implemented Crown order pickers at the back-up warehouse that improved pick times from ten lines per hour to twenty-five lines per hour. Developed a strategic plan for the distribution centerto implement automated carousels,conveyors and systems to replace manual process. Formulated and submitted a $6,000,000 budget to upper management to accomplish project. Distribution Manager  Responsible for managing operations at the back-up warehouse. Products stored within ambient, cooler and freezer environments. Prepared the back-up warehouse for the implementation of SAP. Developed audit procedures for prime inventory prior to SAP changeover. Shipping Project Manager  Responsible for formulating models to manage stock levels in prime locations. Designed layouts for new automated distribution center and lab equipment service center. Redistributed the stockin prime after developing an ABC/slotting program in Microsoft Access. Developed simulation models for picking and packing operations. Models used to project manpower deployment schedules for processing four thousand customerorders per day. Shipping Manager  Responsible for managing ninety-eight shipping personnel allocated over two shifts. Coordinated activities of domestic shipping operations to provide same day service for four thousand customerorders. Implemented a “focused” distribution process that improved order processing by 15%. McDonnell Douglas, St. Louis, MO 1981 - 1990 Managerof Material Operations  Distribution, Production and Engineering responsibilities including: Material Handling Methods (supervised five Industrial Engineers); Transportation (responsible for directing and coordinating the activities of the internal fleet operations consisting of 86 drivers and 125 vehicles. Reduced the number of grievances from 400 to 200 in one year; Superintendent of Central Stores (responsible for 15 storeroom operations in St. Louis); General Foreman (Responsible for 65 operators in the Shears and Saws Department. Reduced the backlog of orders from 3000 to 400 in ninety days); Supervisor of Packaging Engineering (supervised five packaging engineers). Boise Cascade, St. Louis, MO 1975 - 1981 Administrative Manager  Management and Accounting responsibilities including: Administration Manager (responsible for capital and operating budgets,plant accounting,and inventory control. Reduced spare parts inventory from $2,000,000 to $500,000 in two and one half years); Stores Manager (responsible for managing a three shift central stores operation that stocked spare parts for twenty-one plants. Corrected twenty-three deficiencies identified in a corporate audit in one year); Administrative Assistant (responsible for assisting 21 plants in implementing process improvements. Implemented a production plan for the largest plant that eliminated a leased warehouse and save $65,000 per year. Standardized paper roll stock sizes that saved $58,000 per year.
  3. 3. CLYDE STEWART Page 3 of 3 Moog Automotive, St. Louis, MO 1971 – 1975‘ Material Handling Engineer  Material Handling and Packaging Engineering projects for production and distribution improvements. Worked with IBM to implement production processes and procedures for MRP installation and start up. Laclede Steel, Alton, IL 1967 – 1971 Industrial Engineer  Time Study and Industrial Engineering duties for steelmill processes.Project Engineer for the fabrication and assembly of joists used in the construction of the World Trade Center (NYPA) in New York City. EDUCATION: Southern Illinois University, Edwardsville, IL Date MBA- Production/Operation Management Specialization B.S./B.A. – MIS Specialization A.A.- Industrial Management 20 Hours of post MBA courses in Advanced Manufacturing Systems West Point Appointee 25 Work-related training courses and seminars in problem solving,management skillsand process improvement (Demming and Juran Certificates) MOST trained MTM-C certified. Modaptscertified 1977 1971 1969 1980 1964