Eddie C. Covington is a Lean Sigma expert with over 30 years of experience leading manufacturing transformations through Lean Six Sigma projects. He has trained and coached over 50 teams on topics including process mapping, statistical analysis, work cell layout, problem solving, and supply chain development. Currently he is a Senior Manufacturing Engineer at BAE Systems where he has implemented metrics management, future state maps, and material flow improvements.

1. EDDIE C. COVINGTON, PE, PMP, & SSBB
15007 Forest Trails Dr. (281) 858-1024 (Home)
Houston, TX 77095-2920 (713) 447-6604 (Cell)
eccovington@sbcglobal.net
SUMMARY
Lean Sigma Change Agent experienced in leading the transformation of a multi-billion dollar company
from standard manufacturing methods to lean, value-added systems. Trained, facilitated, and coached
over 50 sponsored teams in Lean Six Sigma projects and continuous improvement processes including
Value Stream/Process Mapping; 5 Whys; Statistical Analysis; 6S; FMDS development and
implementation; Cell Layout; 8D Problem Solving; Business Process Development; and TPM.
PROFESSIONAL EXPERIENCE
BAE SYSTEMS, a Global Defense Company with $35 Billion Annual Sales and 100,000 Employees
Sealy, Texas (formerly Armor Holdings/ Stewart and Stevenson)
A Shingo Prize finalist-2003 and ISO2002/TS16949 Certified. Designs and produces the Military Family
of Medium Tactical Vehicles (FMTV) with over 70,000 vehicles fielded to-date including the
LTAS/LSAC Armored Cab and special variants e.g. Mine Resistant Ambush Protected (MRAP) vehicles.
Senior Manufacturing Engineer/Project Manager (2010- Present):
• Developed and Implemented Hoshin Planning (Metrics Management system) companywide based on
Toyota’s Floor Management Development System (FMDS )
• Developed Future State Maps; established goals with the Supply Chain Steering Committee; and
implemented required process changes.
• Created PFEP (Plan for Every Part)/Supermarket to control inbound materials
• Trained front line operators and implemented self-run Kaizen/Quality Circle teams
• Improvements to date include (July, 2010 Baseline):
• Attendance improved by 2 percentage points
• Productivity up by 19%
• Safety improved by 89%
Corporate Continuous Improvement Senior Engineer/Project Manager (2008 - 2010):
• Transformed welding area to one piece flow cell; increased productivity by 25% while reducing WIP by
50% and labor by 20% resulting in savings of over $580 K annually
• Developed and directed Quality Circle Teams that reduced our top 4 quality defects from 39.6% to
1.5%
• Reduced average WIP for our Material Disposition by 52% and decreased throughput time by 84%
through Value Stream Analysis
• Converted Van installation to one piece flow; balanced work stations; reduced labor by 56%; and
increased throughput by 114% saving $2.7 MM and reduced inventory by $3.6 MM annually
• Recipient of BAE’s Chairman’s Bronze Award 2010 for this project
• Analyzed purchased parts storage area. Established FIFO lanes; freed up 19,000 SQ FT valued at $189
K; and established visual inventory replenishment levels saving $2.6 MM annually
• Designed, developed and implemented armored glass protector system saving $2 MM annually
• Trained line supervisors in Lean Sigma philosophy/tools including: 6S and visual controls;
Standardized Work; Poka Yoke; and Root Cause analysis (5 Whys; 8D, Ishikawa, etc.)
• Recipient of BAE’s Chairman’s Bronze Award 2008 for root cause analysis (RCA) leading to
significant quality improvement of our MRAP vehicle production line
• Co-lead a team to begin converting our parts procurement and delivery system into a lean supply chain.
Major projects included setting up a PFEP (plan for every part); designing a purchased goods
supermarket; reducing on hand material quantities; and designing and implementing timed delivery
systems with an estimated initial reduction in inventory of 50% or $90 MM annually

2. EDDIE C. COVINGTON (cont.) PAGE - 2 -
Continuous Improvement Engineer IV/Project Manager (2005 – 2008)
• Optimized armored truck body production line; established optimum number of work stations required;
balanced work content per station; and reduced manpower requirements saving over $3.9 MM annually
• Analyzed our MDA (reject material disposition) system through value stream mapping saving over
$175 K in labor costs and $1.7 MM annual inventory reduction
• Flowed multiple sub-assemblies and personnel into the main assembly line reducing fork truck traffic
and congestion saving nearly $736 K annually
• Directed team in converting existing batch process to one piece flow; rebalanced line; reduced manning
by 50%; and improved productivity by 17% saving $526 K annually
• Implemented Lean Sigma manufacturing principles in our upstart armored cab fabrication shop (LSAC)
and increased productivity by 14% saving $810 K annually
Continuous Improvement Project Engineer II (2001 – 2005)
• Developed and implemented our TPM (Total Productive Maintenance) program including all training
materials and handouts. Mentored other CI Team members in TPM methodology and
facilitated/trained/coached TPM teams through kaizen events
• Chartered and facilitated Lean Sigma Team events such as TPM; Layout for one piece flow;
administrative flow improvement; and 5S with results always exceeding our 25% goal including 5S
improvements up to 150%; productivity improvements up to 200%; and equipment availability
improvements up to 68%
ALLOY & STAINLESS FASTENERS, Houston, Texas
Nationwide supplier of specialty fasteners and threaded rod.
Quality Assurance Engineer (1999 – 2001)
• Directed Q. A. Department including all quality functions such as tool calibration, inspection and
coordination of quality and Mill spec verification with sales
• Re-engineered Customer Order system to reduce excess procedures with resulting time savings of 40%
for a six member team
• Promoted and coordinated the design of an automated warehouse storage and retrieval system with
project life savings of over $1.5 million
• Implemented a warehouse item location program cutting product retrieval time by one third
OMSCO INDUSTRIES, Houston, Texas
ISO9001 Certified manufacturer of standard and customized Oil Field drill pipe and accessories.
Senior Industrial Engineer (1998 – 1999)
• Administered routers and BOMs for over 8,000 parts for conversion into QAD (ERP) software
• Configured product; special tooling and developed costs for special order requests
LONE STAR STEEL COMPANY, Lone Star, Texas
ISO9001 Certified manufacturer of OCTG products: well casing, mechanical tubing & line pipe.
Senior Staff Industrial Engineer (1991 – 1997)
• Developed a computer model for optimizing input material and defining process requirements and
tooling saving over $5 MM annually. Received the LSS Certificate of Appreciation
• Analyzed and justified capital improvement projects totaling over $20 MM including facility
expansions; installation of a coil slitter line; and installation/layout of a cut-to-length line
• Eliminated excess handling equipment; increased equipment utilization; determined optimal location of
material storage and reduced scrap by utilizing TQM –total savings over $2 MM
CORAL INDUSTRIES, INC., Tuscaloosa, Alabama
Manufactures luxury standard and customized bath enclosure products.

3. EDDIE C. COVINGTON (cont.) PAGE - 3 -
Plant Engineer (1990 – 1991)
• Setup and supervised operation of the vinyl extrusion department
• Implemented process improvements and upgraded capital equipment for the injection-molding
department
SHERMAN INTL CORP., POLE DIVISION, Tuscaloosa, Alabama
Manufactures Pre-Stressed concrete and fiberglass utility poles: DOT, lighting, and transmission.
Manager/Plant Engineer (1989 – 1990) & Manufacturing Engineer (1988 – 1989)
• Revised product flow and increased productivity by over 250% within three months resulting in cost
savings of over $700 K annually
• Designed/directed development of a computerized information system for product costing; scheduling;
and WIP/finished product inventory control.
Private Consultant (1987 – 1988), Tuscaloosa, Alabama
• Developed and implemented SHERMAN Utilities’ first computer based product-costing system.
Obtained Masters, Industrial Engineering (1986 – 1987)
NERCO EASTERN COAL COMPANY, Birmingham, Alabama
A Fortune 500 company (part of PacifiCorp) with interests in coal, natural gas and petroleum.
Manager (1985 – 1986) & Chief Engineer/Junior Engineer/Planning Engineer (1979 – 1984)
• Managed $10 MM contracted mining and shipping operation
• Developed and implemented process blending -savings exceeded $600 K annually
• Reduced production costs by over 15 percent in a $20 MM annual revenue company
EDUCATION
The University of Alabama, Tuscaloosa:
MS, Industrial Engineering, Minor in Operations Research, May 1987
BS, Mineral Engineering, December 1978
CERTIFICATIONS & QUALIFICATIONS
• Licensed Professional Engineer (PE)
• Project Management Professional, Project Management Institute (PMP)
• Lean Manufacturing Certification, TPS based, University of Michigan, Michigan Engineering
• Six Sigma Black Belt, American Society for Quality (ASQ SSBB)
• TPM Certification, Productivity Inc.
• Value Stream Mapping, Business VSM, Change Agent Skills for Lean Implementation Leaders,
Creating a Lean Culture, Lean Supply Chain and Logistics Management, Making Materials Flow, and
TPS Problem Solving, LEI (Lean Enterprise Institute)
PROFESSIONAL AFFILIATIONS
Senior Member American Society of Quality (ASQ), Society of Manufacturing Engineers (SME) –2007
Chairman, Houston Chapter and Senior Member Project Management Institute (PMI).
COMPUTER SKILLS
Computer proficient in MS Professional Applications; including EXCEL, WORD, PROJECT, ACCESS,
VISIO, and POWERPOINT. Also knowledgeable in AutoCAD and Minitab