1. MELISSA D. KAUFMAN
5135 Shelley Road
Rockford, OH 45882
Results-driven Manufacturing & Engineering manager with extensive experience driving continuous
improvement through Lean Manufacturing and Six Sigma methodologies. Expertise in applying Six Sigma
Black Belt Roadmap. Proven success leading teams to meet aggressive performance goals: safety, quality,
cost, delivery. Key strengths in analytical problem analysis & resolution, strategy development and
training and development. International business experience.
• Business Unit Management / P&L Responsibility • Manufacturing Engineer Management
• Corporate & Division Lean / Six Sigma Management • Mechanical Engineer
• Strategy Deployment (Hoshin Planning) • Mixed Model Value Streams Analysis
CROWN EQUIPMENT CORPORATION, New Bremen, OH 2011–present
Operational Excellence Manager, Corporate
Responsible for leading the Corporate Operational Excellence group in the overall deployment of Lean
methodologies throughout the Company enterprise. This responsibility includes supporting the development
and implementation of Lean initiatives that support Company business objectives and goals in conjunction
with all business functions such as Manufacturing, Manufacturing support, HR, IS, Engineering (both Design
and Manufacturing), Accounting, Sales, Marketing, and other Company organizations as requested.
Responsible for the consistent and effective development and certification of Subject Matter Experts in the
application of the 5-core Lean tools: 5S, VSM, Operator Standard Work, Kaizen, Rapid Kaizen Events and
other more specialized Lean tools throughout the organization as appropriate in order to initiate and facilitate
continuous improvement activities in all areas of the business. Responsible for the Lean oversight of all
manufacturing facilities as follows: NBO, New Castle, Troy, Greencastle, Kinston, Mexico, Roding, and
Suzhou are included.
• Assess the needs of each manufacturing facility based on operational performance metrics and problem
solving & continuous improvement implementation and sustainment behaviors. Work with the
manufacturing leadership team at each facility to develop a strategic plan that is aligned with operational
performance goals incorporating the development of SME’s, systems, and processes required to achieve
and sustain those goals and objectives.
• Lead the corporate Lean staff in working with business process leadership regarding the oversight, and/or
assistance in implementation of various Lean projects from beginning to end with regards to the project's
direction, progress, and effectiveness. Allocate corporate Lean resources according to impact that
supported Lean activities will have on overall Company enterprise.
• Ensure technology advances are transferred to key employees to improve the Company enterprise. This
transfer may occur through training, coordination of industrial conferences, professional organizations, site
visitation, etc. Manage the methodology and transference of all applicable Lean tools used by the Lean
Leaders and Lean teams.
2. MELISSA D. KAUFMAN PAGE TWO
Manufacturing Engineering Manager, Plant 5 / Plant 4
Developed and directed a staff consisting of Manufacturing Engineers and Process Technicians to support day-
to-day production and to meet long-term plant performance goals and continuous improvement initiatives
including process cost reduction, productivity improvements and quality metric improvements.
• Utilized Lean tools to analyze in-plant and enterprise value stream improvement opportunities. Worked
with the support staff and other plant management teams to develop corresponding strategies to implement
improvements and meet 5 – 10 year projections.
• Worked closely with Design Engineering and Advanced Manufacturing Engineering to implement and
launch new and revised product designs.
• Lead the ME support group in the development of strategies and execution plans to advance technological
expertise and process capabilities, specifically in the areas of automation and robotics to achieve long-term
process cost reductions and optimization.
• Developed individual development plans for all members of the ME support group with a focus on
developing leadership, problem solving skills and Lean Manufacturing knowledge and application skills.
PARKER HANNIFIN CORPORATION, Formerly Eaton Corp. and Aeroquip Corp., New Haven, IN
Business Unit Manager/Value Stream Manager, Valves and Couplings 2006 – 2009
Managed strategic initiatives for growth and profitability improvement with P&L responsibility for $55M in
sales. Managed value stream leaders responsible for production associates.
• Met or exceeded continuous improvement goals for safety, quality, cost and delivery by applying Lean and
Six Sigma methodologies and managing value stream team priorities.
• Partnered with product manager to analyze new growth opportunities by identifying new applications and
• Led Best Cost Country outsourcing initiatives to improve profit margins by identifying appropriate
product lines and suppliers in China and Korea. Selected supplier and allocated resources to advance to
PARKER HANNIFIN CORPORATION, Formerly Eaton Corp. and Aeroquip Corp., (Continued)
Division Lean and Six Sigma Manager, Climate Systems Division 2001 – 2006
Implemented Six Sigma, Lean Manufacturing and other continuous improvement initiatives for the division to
meet corporate productivity, quality and inventory improvement goals.
• Increased productivity by an average of 10% annually. Reduced overall inventory by 15%. Initiated and
coordinated projects to reduce manufacturing conversion costs by $3M per year.
• Partnered with operations, quality, and engineering managers to create and implement Value Stream
management structure and strategy.
• Established Quality Operating System metrics, tracking and reporting to drive and measure continuous
• Analyzed metrics with division staff to identify opportunities for improvement. Developed strategic plans
to achieve operational excellence, manage and promote cultural change.
• Developed and delivered Lean and Six Sigma training across all levels of the organization.
• Mentored Green Belt and Black Belt Six Sigma project leaders during analysis and business case
development. Monitored deliverables and provided sign off.
Six Sigma Black Belt Project Leader 1999 – 2001
Led Six Sigma project to improve brazing process.
• Evaluated projects to identify opportunities for applying Six Sigma methodologies.
3. • Delivered training and certification to Green Belts.
• Mentored Green Belt project leaders.
MELISSA D. KAUFMAN PAGE THREE
Senior Product Engineer 1995 – 1999
Led cross-functional teams in new product launch projects.
• Consulted with manufacturing to resolve product design issues.
• Performed failure and root cause analysis for clients. Communicated results and implemented corrective
actions when necessary.
AEROQUIP CORPORATION-INDUSTRIAL, Hose and Fittings Division, Van Wert, OH 1990 – 1992
Represented product engineering on new product launch cross-functional teams.
• Conducted design qualification testing and reported test data to teams.
INDIANA INSTITUTE OF TECHNOLOGY, Fort Wayne Campus, Fort Wayne, IN 2005 and 2006
Adjunct Professor, Industrial and Manufacturing Engineering Department
• Taught Design of Experiments class which covered Six Sigma Roadmap.
• Developed all course materials and utilized Minitab statistical software.
EDUCATION, CERTIFICATION, AND PROFESSIONAL TRAINING
• BS, Mechanical Engineering, Wright State University, Dayton, OH
• Lean Manufacturing Certification, University of Michigan, College of Engineering, Center for
• Mechanical Engineering Graduate Courses, Purdue University, Fort Wayne Campus, Fort Wayne, IN
• Business Administration Graduate Courses, Indiana University, Fort Wayne, IN
• Six Sigma Black Belt, Eaton Corporation, Six Sigma Breakthrough Technologies, New Haven, IN
• Mixed Model Value Streams, Shared Resource Analysis, Duggan and Associates, Lyons, NY
• Creating Level Pull / Making Material Flow, Lean Enterprise Institute, Cleveland, OH
• Finance for Non-financial Managers, Cleveland, OH