Candidates About

 

Abe Bassil, 

 

PROFESSIONAL PROFILE

 

 

 

20 years of practical and hands-on experience in manufacturing operations and consulting.  Demonstrated successes in Lean Manufacturing and Process Reengineering.  Managed automation equipment installations, revisions, and startups.  Advanced degrees in Engineering and Manufacturing Management.  Fluent in English, French, and Arabic.   US Citizen.  Expertise includes: 

 

 

·         Lean Manufacturing ·         Process Improvement

·         Feasibility studies and ROIC analysis ·         Manufacturing Automation

·         Root cause analysis and problem solving

 

 

 

 

 

CAREER HIGHLIGHTS

 

 

 

 

NEXIUS SOLUTIONS, Allen, Texas                                                                             JAN 2015 – DEC 2015

Program Manager, Deployment and Proposals

• Managed New Site Build (Site Acquisition and Construction) and Carrier-Add projects for AT&T North Texas.
• Supported the Proposals Team.  Developed bidding tools for several lines of services and performed pricing analysis that helped formulate a strategy for improving win to loss ratio.

 

 

 

Lean manufacturing and Engineering Consultant                                              2009 – 2014

Clients include Stanley Black & Decker, Miller-Holzwarth, and Distech Controls

Provide Process Improvement expertise to clients.  Identify opportunities, both in manufacturing and administrative functions.  Train clients and Lead Kaizen events that improve productivity and reduce Lead Time. 

• Provided guidance and planning to improve supply chain performance.  Improved customer service level by 3 points to 96%, and reduced inventory by 18%.
• Supported client with development of Lightweight Transparent Armor Development (passed TACOM Testing).
• Developed process for improved functional designs of customer solutions.

 

 

 

CANFIELD METAL COATING, Canfield, Ohio                                                                          2006 – 2008

Lean Leader & Process Engineering Manager.  Member of Operations Excellence Council

Lead the company on its Lean Transformation journey, sharing successes and challenges with others across the corporation.  Identified and evaluated new methods and products. 

·         Trained all hourly employees on Lean Principles and Lean Tools.

·         Facilitated and participated in 17 Kaizen events, resulting in $231K yearly variable cost savings.

·         Deployed 5S practices and metrics across the organization and implemented monthly audits.  Improved overall score from 3.69 to 5.77 out of 8 points.

·         Developed Value Stream Maps across the shop and deployed Standard Work for 23 processes.

·         Deployed Safety, Quality, Delivery, Inventory, and Productivity metrics across the shop.  Reinforced process by performing regular Gemba walks with leadership group.

·         Performed feasibility studies for various CapEx projects, supporting leadership in making sound business decisions.

·         Identified and selected new coatings for testing and evaluation to increase throughput, decrease scrap, and improve quality.  Managed application and testing of coatings.  Resulted in adoption of new coatings for production.

·         Member of safety committee.  Identified opportunities and collaborated with associates on improvement initiatives.

 

 

 

GENERAL MOTORS (GM), Lordstown, Ohio                                                                             1994 – 2006

 

 

GM: Project Manager, Assembly Plant, 3,700 employees                                                                  2004 – 2006

Assigned to assist in launch of New Paint Shop.  Responsible for resolving controls and automation issues.

·         Managed two ABB Robotic Sealer Systems.  Identified performance and contractual gaps and developed gap closure plans.  Coordinated issues resolution and throughput improvement activities resulting in 76% reduction in open issues, from 76 to 18, and 62% reduction in fault recovery time.

·         Managed design and installation of Andon Bypass logic to all operator station conveyors, eliminating downtime from potential Andon switch failures.

·         Managed design and installation of monitoring system for existing paint shop mix and delivery system, eliminating quality issues emanating from degradation or interruptions of paint flow.

 

 

GM: Project Engineer, Metal Fabricating Plant, 2,400 employees                                                    1999 – 2004

Selected by management for dynamic position assuming concurrent responsibilities in areas of Process Improvement, Quality, Safety, Information Technology, and Purchasing.

Process Improvement

·         Identified production bottlenecks and used root cause analysis to target improvement efforts.

·         Received 2002 Chairman’s Honors Award for achieving 19% reduction in structural cost, or $16.3M in annual savings.

·         Realized 14.5% throughput improvement, 31% decrease in downtime, and 40% decrease in overtime by balancing operator workload and modifying manufacturing processes to reduce cycle time and improve reliability.

Quality

·         Evaluated current practices against QS-9000 requirements, identified compliance gaps, developed gap closure plans, and formulated process control plans.  Developed best practices and documentation and administered awareness training.

·         Completed Process Control Plans under compressed time frame and received award for attaining initial certification.

 

GM: Project Engineer (Continued)                                                                                                  1999-2004

Safety

·         Assisted in revision of safety procedures and trained internal safety auditors.  Planned and participated in safety audits to identify and correct issues, encouraging employees to comply with corporate policies and OSHA standards.

·         Identified and corrected safety non-conformances resulting in plant passing divisional safety audit in 1999 in contrast with a less than favorable report for 1998.

Information Technology

·         Assigned to improve Purchasing Department efficiency.  Introduced PC based tools that enhanced Indirect Material & Equipment acquisition process and teamed with commodity managers and suppliers to optimize quality, minimize lead-time and reduce costs.

·         Achieved 15% reduction in order processing time by creating database to complement legacy system, achieving $30,000 annual savings.  Identified and recommended hardware and software needs for plant floor and support personnel.

·         Identified opportunities for improving production parts inventory accuracy, reducing manpower requirement by 2 FTEs.

 

 

GM: Manufacturing Engineer, Metal Fabricating Plant                                                                  1997 – 1999

Customized automation hardware and software to improve reliability and safety.  Generated and maintained technical documentation. Managed 65 employees during new equipment installation and provided technical support.  Assisted maintenance at troubleshooting Programmable Logic Controllers (PLC), Robots, and other automation hardware.

·         Achieved 20% reduction in troubleshooting time on two production lines using upgraded PLC communication protocol. 

·         Achieved 100% quality and eliminated safety hazards by replacing Gamma Ray inspection with solid-state automation.

 

 

GM: Maintenance and Production Supervisor, Metal Fabricating Plant                                            1994 – 1997

Supervised 38 salaried and hourly maintenance and production employees.  Assumed General Supervisor responsibilities.  Managed Preventive Maintenance activities and improved throughput and reliability.

·         Received suggestion award for reconditioning stud gun weld chucks, resulting in $56,000 annual savings.

 

 

 

 

YSU and U of Akron, Ohio                                                                                                          1986 – 1994

Teaching and Consulting, concurrent with Masters and PhD studies

Clients included Transformer Engineering and Zambelli Fireworks

Managed 6 technicians and subcontractors.  Evaluated system automation and integration projects.

·         Performed feasibility study and planned for implementation of paperless factory concept for $6 million client.  Study included the integration of Progress 4GL, SYMIX, and Pro Engineer.

·         Identified design flaws, recommended and implemented corrective solutions.

·         Improved reliability of fire control systems from 64% to 99% for major pyrotechnic company.

 

 

 

 

GENERAL MOTORS, Packard Electric Division, Warren, Ohio                                                  1983 – 1986

Project Engineer, Advanced Engineering

Conducted applied research in electromagnetic compatibility (EMC) testing.  Modified testing methodology that resulted in increased capacity and capital investment cost avoidance of $1.2 Million.

 

 

 

EDUCATION

 

 

Masters in Manufacturing Management, Kettering University, Flint, Michigan, 2002

MS in Electrical Engineering, Youngstown State University, Youngstown, Ohio, 1988

BS in Electrical Engineering, Magna Cum Laude, Youngstown State University, Youngstown, Ohio, 1983

 

 

 

CERTIFICATIONS

 

Licensed Professional Engineer

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