Ryan Shields

Experience

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  Worthington Armstrong Venture

  Dec 1997 - Jan 2011

  Leader on team to implement Six Sigma methodology on international scale. Manufacturing processes included rollforming, stamping presses, tool and die repair, and machining. Achieved product out of specification reduction from 50% to below 5%. Developed industry changing technology to move light gauge steel rollforming from “artistic” approach to scientific using design of experiments and other key statistical methods. Implemented training and team structure to support from highly technical to shop floor level. Implemented on global scale including US, Europe, and Asia (total of 8 facilities). Leveraged new rollforming technology to optimize material in product while optimizing the load carrying strength. Achieved $1.5M annual savings in raw materials with an investment of less than $20k in the process. Show less Managed Production aspect of Brownfield site through startup which has annual sales of $100M in nonunion facility. Hired 80% new production employees through aggressive timeline. Responsible for plant safety, quality, productivity goals, and startup culture. Managed 4 supervisors in a 3 shift operation with 250 employees. Successfully achieved consolidation startup without impact to customer. 1st hand experience in owning the operations metrics during a startup operation. New plant achieved 10 years without a lost time accident. Show less Responsible for plant safety, quality, productivity goals in a light gauge steel processing plant with press operations and rollforming. Manage 52 employees including production, machine maintenance, and tool and die. Awarded Armstrong Bronze Safety Award from President of Company for achieving 28% below the industry safety average for 3 consecutive years. Achieved quality claims of .05% of sales through implementing a quality control structure and Statistical Process Control. Increased plant process productivity by 50%+ from 1999 to 2003 through operator ownership / team based environment in nonunion facility. Show less

  • Process Improvement / Manufacturing Systems Manager

    Jan 2006 - Jan 2011

  • Production Manager

    Jul 2004 - Dec 2005

  • East Coast Consolidation Manager

    Jul 2003 - Jun 2004

  • Production Manager

    Jan 1999 - Jun 2003

  • Maintenance Manager

    Dec 1997 - Dec 1998
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  GrafTech International

  Aug 2011 - Dec 2014

  Selected as top candidate for corporate wide high potential (HIPO) program. “Loaned” to largest longtime customer to offer consulting services as a test for a new marketing model for division. Results consisted of a 15% decrease in graphite costs for customer which resulted in an approximate 15% increase in GTI sales volume and 4% price increase. “Loaned” to customer (Apple) with potential sales of $40MM in a 6 week engagement to troubleshoot their sapphire production process. Achieved $13MM sales increase. Show less Hired during Graphite manufacturing “Plant Transformation” to implement six sigma methodologies. Leader of ad hoc team of 8 individuals in core product improvement with Director as sponsor, corporate scientists, and plant level leadership. Results consisted of 30% reduction of process variation and aggressive technical goals achieved. Act as a Plant Liaison with R and D. Work with multiple PHD scientist analysis / experimental initiatives. Assist R and D in using statistical methods and Minitab Software in analysis of complex problems. Show less

  • HIPO Program Divisional Resource

    May 2014 - Dec 2014

  • MMF Process Engineer - Six Sigma Black Belt

    Aug 2011 - Apr 2014
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  Cornerstone Building Brands

  Dec 2014 - Feb 2020

  Engineering and Maintenance Manager - Ritchie County

  Responsible for developing systems related to Engineering and Maintenance Organization for 3 window manufacturing facilities with 600-800 associates. Manage engineering/maintenance teams, $3.5M maintenance budget, annual $2M cost take out budget, accomplished through implementation of CI initiatives and 3-5 year strategic planning. Key accomplishments: Implement and guide 5 cross functional safety teams, statistical process control (SPC), standard work, kaizen, maintenance PM and work order system (CMMS), pay for skill maintenance compensation system, Gemba walks with Tier 1-3 metric / communication system, 6σ program, multiple innovation projects including 3d manufacturing, 2020 scrap measurement system and developed graduate level internship program for key projects. Resulted in 12.6% reduction in direct labor, $500k maintenance expense reduction, $4.6M cost takeout 2018-2019. $2.1M cost takeout plan for 2020. Show less

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  First Quality

  Feb 2020 - now

  • Director of Operations Macon / Divisional Project Team Lead

    Aug 2024 - now

  • Wipes Business Unit Leader / Nutek Plant Manager

    Feb 2022 - Aug 2024

  • Plant Manager

    Feb 2020 - Feb 2022