Certificate, Effective Leadership, Communications, and Human Realtions @
As a manufacturing senior leader with over 15 years experience in locomotive, aerospace, and the medical device industries, I have a proven track record of improving productivity, customer delivery and quality, as well as a focus on developing talent within my organization. I have a results-oriented management style and can translate overall company business strategy into operational
As a manufacturing senior leader with over 15 years experience in locomotive, aerospace, and the medical device industries, I have a proven track record of improving productivity, customer delivery and quality, as well as a focus on developing talent within my organization. I have a results-oriented management style and can translate overall company business strategy into operational goals. I have proven ability to make timely, effective, fact-based decisions, and to develop collaborative relationships and influence up, down, and across organizational lines. In my current and past roles, I identify areas of possible opportunity for revenue growth, cost containment, and process improvement. I believe in creating a working environment which fosters the development of a team atmosphere and the self-improvement of those on my team. I am passionate about fostering and developing internal talent in an organization. My leadership efforts have been recognized with an Industry Week Best Plant Award. I have also been a featured speaker at the Northeast Shingo conference and the Industry Week Best Plant Conference.
Specialties: My area of expertise includes strategic planning, organizational development, operations management, lean manufacturing implementation, Six Sigma methodology, material systems, change management, capacity planning, and project leadership. Currently, I am an ASQ certified Six Sigma Black Belt and a certified lean practitioner.
Director of Operations @ From July 2014 to Present (1 year 6 months) Senior Production Manager- Batteries/Capacitors @ - Accountable for all operational performance of the Batteries and Capacitor value streams; over $100 million annual revenue.
- Responsible for identifying and implementing improvements in safety, quality, delivery, and labor efficiencies, and reduce direct operating expenses by leveraging Lean and 6-sigma.
- Oversee the daily production operations on 3 shifts, with over 250 production Associates.
- Manage and develop Production Supervisors, plant Six Sigma Black Belts, and Process Engineers.
- Develop and maintain direct relationships with customers in order to better understand the voice of the customer.
- Participate on customer business reviews and generates the necessary action plants in order to achieve outstanding customer service results. From July 2013 to June 2014 (1 year) Senior Value Stream and Continuous Improvement Manager @ - Accountable for all operational performance in a medical device value stream with a multi-million dollar revenue stream; managing Engineering and Operations.
- Leveraged Lean and 6 Sigma initiatives to improve safety, quality and customer indicators, reduce waste, improve processes and labor efficiencies, and reduce direct operating expenses.
- Developed operational strategies in support of the business needs and growth opportunities. Establish key measurements and develop/implement plans to achieve targets.
- Led continuous improvement strategy and Lean training initiatives for the entire facility.
- Established performance objectives and development plans for managers/supervisors and other direct reporting personnel through the performance and development review process. From August 2010 to May 2013 (2 years 10 months) Continuous Improvement and Industrial Engineering Manager @ • Responsible for the implementation of Lean Manufacturing in Operations and Materials as well as new product costing, scrap reduction through Six Sigma methodology, capacity planning, scheduling, manpower planning, Sales and Operations planning, and new technology launches.
• Facilitated over 125 kaizen events focusing on the elimination of waste and
cost reduction, decreasing overall 64% productivity improvement as measured by annual sales per employee and over $30 million capitalized variances. Average workshop improvements:
- 44% improvement in productivity
- 63% reduction in inventory
- 58% reduction in changeover times
- 52% reduction in walking distance
- 32% reduction in floor space
- 80% reduction in lead time From January 2003 to July 2010 (7 years 7 months) Six Sigma Black Belt @ From January 2001 to December 2002 (2 years) Quality Engineer @ From September 1998 to December 2000 (2 years 4 months) Technical Leadership Program: Sourcing/Manufacturing Track @ From June 1997 to August 1998 (1 year 3 months)
BS, Industrial Engineering @ University at Buffalo From 1993 to 1997 Certificate, Effective Leadership, Communications, and Human Realtions @ Dale Carnegie From 2012 to 2012 Masters Certificate, Lean Manufacturing @ University of Michigan From 2003 to 2003 Certificate, Manufacturing Leadership @ GE Technical Leadership Program From 1997 to 1998 Jessyca Gajewski is skilled in: Lean Manufacturing, Kaizen Facilitation, Kanban, Operations Management, Change Management, Strategic Planning, Value Stream Mapping, Materials Management, Coaching, Six Sigma, Plant Design, Industrial Engineering, Cost Reduction, Cost Analysis, Capacity Planning