1. SEAN HOUGHAM
Ronkonkoma-Bohemia-Sayville, New York
Ph: 631-637-6572
Email: hougham.sean@gmail.com
CAREER SUMMARY
Seasoned professional with over 24 years of experience driving improvement in manufacturing processes through focused
training, coaching, and installing plant floor information systems. Proven ability to lead people and direct initiatives to drive
manufacturing excellence. Extensive experience at facilitating a performance improvement culture change throughout the
workforce. Certified Project Management Professional (PMP) and Six Sigma Black Belt.
PROFESSIONAL EXPERIENCE
I. NBTY, Inc (2014-Present)
A global producer of high quality, best-value nutritional supplements and wellness products. (Nature’s Bounty, Met-Rx,
Vitamin World, Solgar, Sundown, Ester-C, Body-Fortress , Puritan’s Pride.)
Senior Operational Excellence Leader – Senior Leader for the Northeast, New York / New Jersey Region
• Corporate responsibility to build and deploy the NBTY Integrated High Performance Organization
System (IHPO).
o Currently direct IHPO activities through Plant Managers, leadership teams and Local OpEx
Leaders for the New York and New Jersey Sites.
o Deploying Activities for the implementation of NBTY-IHPO to achieve targeted business
results with an emphasis on Safety, Quality, and maximized asset utilization, and equipment
wellness.
o Currently achieving YOY productivity improvements of 5%.
• Implemented an OEE and Throughput reporting structure on a month by month basis to achieve
improvement targets in each.
o Process tracks improvement progress against goals. Gap plans are put in place to ensure month
by month progress along targeted improvement paths for each site.
• Implemented an OEE Improvement Plan project system for each site to target activities in various
business units geared toward the “Top 3” losses in each. Achieved 20% improvement in reduction of changeovers
by schedule adjustments. Also refined remaining changeovers to maximize setup labor by leading teams to clearly
define internal and external changeover activities.
• Currently leading each plant leadership team through the NBTY Performance Improvement Modules.
Specialized in training and coaching with particular emphasis on “Leading” the culture change through small
wins.
II. KIK Custom Products (2013-2014)
A manufacturing company, providing outsourced services for aerosol packaging, cosmetics, pharmaceuticals, and cleaning
products.
LEAN / Continuous Improvement Engineer – Team Leader for Lean transformation and TPM.
• Constructed and led Continuous Improvement (CI) initiatives using LEAN Tools on model lines.
o 5S Introduction, Training, and initial deployment on Model Lines.
o One Point Lesson (OPL) deployment for operators and mechanics on basic production line
procedures and processes, as well as LEAN basics, such as Error-Proofing, Kan Ban, and
creation of operator and maintenance standard work.

2. • Facilitated the introduction of 5S, mapped out areas of responsibility, and began training teams on the
implementation and auditing of each step, as well as the documentation of 5S processes and procedures,
associated with various responsibilities.
• Implemented, established, and led a Daily Line Communication Process. This process involves hour by
hour tracking of line production activity, involving line leadership and various other line responsibilities such as
maintenance and quality control.
• Conducted Rapid Improvement events (Kaizen) targeting day to day losses identified on various
production lines.
o Minor Stop and Start issues with production
o Line changeover efficiency. Focusing on First Pass Yield (FPY) for each changeover.
o Operator / Maintenance changeover documentation
• Conducted Training and facilitated a project for major savings improvements in the KIK Chemical
warehouse. Project resulted in doubling space utilization, and cutting chemical retrieval time in half. (DMAIC
Process)
• Implemented and facilitated the project management tracking system for each of the major CI initiatives
being conducted. This tracking system helps control project tasks, resources, and timing. Previous to this, the
company used a rudimentary tracking system.
III. OneUp Innovations, Inc. (2012)
A Foam furniture company specializing in foam shapes and beanbags (aka. jaxxbeanbags.com, liberator.com).
Plant Manager – Responsible for all plant manufacturing operations.
• Lead approximately 75 employees through daily production operations. In charge of all Receiving,
Production, and Shipping processes, as well as financials tracking for labor and materials. Set production levels
and directed day-today operations based on sales department forecasts. Built a solid management structure, and
implemented an employee training and development program to maximize sewing and foam processing
efficiencies.
• Made significant improvements to production processes to employ vacuum packaging technology.
Directed the design and implementation of new processes to provide customers with smaller packaging,
improving shipping costs.
• Trained staff and directed the implementation of several visual Kan Ban production zones to maximize
efficiency of work-in-process and finished goods inventory levels. This signal based system greatly improves
production throughput, as well as raw materials ordering methods.
• Initiated plant-wide 5S training and established pilot areas with local responsibilities for sustaining
results.
IV. Graham Packaging Company, LLC. (2007-2011)
A worldwide company for the design, manufacture and sale of custom blow molded rigid plastic containers, utilizing HDPE,
PET and PP resins.
IV.1 Continuous Improvement Manager
Responsible for the implementation of a new Total Productive Maintenance (TPM) process at various Graham
plants.
• Successfully trained and led new teams through the new process on pilot lines, and expansion lines
(Blow and Injection). Teams improved OEE 7% and efficiencies by 15%.

3. • Coached plant floor employees on running their own Safety, Quality, Breakdown Reduction, and Supply
Chain projects based on loss analysis for the plant. Results: Perfect Safety record, over $200 thousand in savings
so far.
IV.2 Continuous Improvement Manager (Assistance to Corporate)
• Food and Beverage Division initiatives. Led teams in drafting the first version of a “Graham specific”
TPM process. (Graham Performance System - GPS)
IV.3 TPM / LEAN Manager
Responsible for the implementation of TPM / LEAN to assist in driving culture change to pro-active thinking,
through the use of Continuous Improvement technologies.
• Trained all Management staff and a work group of floor employees on TPM and LEAN concepts, and
piloted this process in a chosen area of the plant which was suffering from efficiency losses. (8 months – 10%
increase in OEE, 15% increase in machine efficiency)
• Continued to expand to other areas of the plant, involving more plant floor employees.
V. Management Technologies, Inc. (MT) Troy, MI (2003-2007) Subsidiary of Management Technologies
International, Inc
A business process improvement services firm serving clients in diverse industries, such as automotive, powdered metals,
electronic components manufacturing, food processing, and photo imaging. Key clients in these industries are Freightliner,
DaimlerChrysler, GM, Ford, Borg Warner and Konica Minolta.
Senior Process Improvement Consultant
Lead consultant for manufacturing process improvement, training, and coaching for all Freightliner and
DaimlerChrysler clients. Responsible for the successful implementation of Total Productive Maintenance (TPM)
coupled with Total Quality Management (TQM), Lean Techniques, and Continuous Process Improvement.
• Directed process improvement projects at Freightliner clients, and trained plant personnel on TPM and TQM
courses developed by MT for DCX. Personally conducted classroom training for more than 100 people across two
facilities. Each classroom level training course was followed by “on the floor” implementation coaching of
management staff, skilled trades and production workers.
• Led implementation teams through detailed project plans coupled with task planning and assessment of all project
activities. These activities were clearly defined through Quality of Event Criteria (QEC) sheets to ensure through
understanding of the tasks to be accomplished. Responsible for guiding teams to meet defined time, budget, and
quality criteria. Regularly reported project status with team leaders to senior management of the Freightliner
Division.
• Conducted several Six Sigma analytic projects for targeted improvements at several facilities.
• Directed process improvement projects at DaimlerChrysler clients, and was responsible for managing all project
team activities. Worked through complex Union-Management issues to achieve significant gains in Overall
Equipment Effectiveness (OEE), machine reliability, waste reduction and process control. Trained and coached the
factory TQM training staff, which included skilled trades and production personnel.
• Participated in an Early Equipment Management (EEM) Audit involving the DaimlerChrysler Jefferson North
Plant, Division Engineering, and a robotics supplier (Fori Automation). The audit evaluated the degree of
conformance of new equipment acquisition Reliability & Maintainability (R&M) tasks performed by the plant,
division engineering, and the supplier against the Society of Manufacturing Engineers (SAE) specification M-110.2.

4. VI. ProMaint, Inc. Troy, MI (1993-2003) Subsidiary of Management Technologies International, Inc
A software company specializing in the development, marketing, and implementation of the ProMaint Asset Management
System. The company also specializes in software integration with client systems.
VI.1 Director of Operations (2000-2003)
Director of all activities related to the training and coaching of client teams on the proper implementation of
ProMaint™ 6i, related to their continuous improvement processes. Responsible for directing the development and
deployment of the ProMaint software, as well as sales and marketing activity for the product. The system is used for
the recording, tracking, and reporting of maintenance data from the factory floor.
• Conducted training sessions for senior client staff on the proper utilization of maintenance management systems
to provide data, which helped drive decision-making and root-cause analysis for continuous improvement of
manufacturing processes.
• Participated in maintenance excellence initiatives for potential ProMaint clients.
• Directed a complete platform change for ProMaint 6i from client-server to web based. Utilized Project
Management and Task Planning and Assessment to bring development in on time, and promote a smooth
deployment.
• Directed all sales and marketing staff, as well as trade show activity, for the ProMaint product. Utilized project
management to plan, schedule, and execute trade show activity.
• Responsible for budgeting dollars allocated to the ProMaint 6i platform migration. Closely managed team on time
and budget.
• Directed all network, database, and systems administration for ProMaint, Inc. and its parent company,
Management Technologies International, Inc.
• Directed ProMaint marketing team on production of trade show materials. Established content and managed booth
development.
VI.2 Operations Manager (1998-2000)
Senior Manager for factory floor information software development projects for all Ford clients. Provided consulting
for clients on how to achieve maximum utilization of factory floor data.
• Managed the development of a Die Change Scheduling System for the Stamping Division of Ford Motor
Company. This effort lasted 8 months during which I led a development team of seven programmers and one
supervisor. This was a web deployed software product and the project was brought in on time and under budget.
• Utilized Project Management and Task Planning and Assessment to manage day-to-day ProMaint v2 development
enhancements as well as customer installations. Managed two supervisors and four to six developers.
VI.3 Supervisor (1994-1998)
Supervisor for all ProMaint software development and release activities. Charged with supervising 14 programmers
and analysts on all platform migration and coding issues for ProMaint v1.5 and v2. Also responsible for product
quality control, as well as all network and systems administration for ProMaint, Inc.
• Implemented the ProMaint CMMS product across the Automotive Components Division (ACD) of Ford Motor
Company (currently Visteon). Installed at 5 facilities and trained ProMaint users.
• Received CNA/CNE certification on Novell Netware 4.11/5.0. Also served as Oracle DBA on UNIX, Windows,
and Netware.
• Was appointed lead testing supervisor for the ProMaint CMMS product. Conducted unit and system level testing
as well as, configuration control duties for ProMaint prior to its release in 17 facilities in Ford Motor Company.

5. VI.4 Technical Associate (1993-1994)
Basic responsibilities included product configuration control for the ProMaint Character Based CMMS, as well as
resolving various operating system and end-user issues.
• Created and utilized a source code configuration control methodology on DEC/VMS for the ProMaint application.
Performed check-in and check-out activities for program developers.
• Maintained office network and participated in expansion activities for the corporate network.
• Performed various unit and system level tests on the ProMaint CMMS system. Resolved end-user issues via
phone/data hookups.
VII. Management Technologies, Inc., Troy, MI (1989-1993) Subsidiary of Management Technologies
International, Inc
See description at item III above.
A business process improvement services firm serving clients in diverse industries, such as automotive, electronic compone
nts manufacturing, food processing, powdered metals, and photo imaging. Key clients in these industries are Freightliner,
DaimlerChrysler, GM, Ford, Borg Warner and Konica Minolta.
Associate
Employed between semesters at college. Various duties included basic support activity for the systems development
group and assisting with network/infrastructure development.
EDUCATION
Bachelor of Science in Industrial Engineering - Manufacturing Administration (1992)
Western Michigan University, Kalamazoo, MI.
ADDITIONAL PROFESSIONAL TRAINING
Certified Project Management Professional – PMP
Certified Six Sigma Black Belt
Member of the Project Management Institute (PMI)
Renaissance Executive Forums
Microsoft MCSE Training
Novell Netware CNA/CNE certification
Hyperion Essbase
SAP
Oracle Database 6/7/8i/9i/11i
IT PROFICIENCIES
SOFTWARE: Microsoft Office 2000-13, Microsoft Project, MS Publisher, Visio, SAP, Oracle Database, Adobe Acrobat,
SQL Server
OPERATING SYSTEMS/LAN – INTERNET Tools: Windows 2000/XP/Windows 7, 8.1, 10, Windows Server,
UNIX, HP-UNIX, Novell Netware, MAC OS, TCP/IP
HARDWARE: Intel based systems, Dell PowerEdge Servers, HP, Macintosh, HP Terminals and Peripherals, Cannon,
Lexmark, Wireless Router and Hub technologies.

6. VI.4 Technical Associate (1993-1994)
Basic responsibilities included product configuration control for the ProMaint Character Based CMMS, as well as
resolving various operating system and end-user issues.
• Created and utilized a source code configuration control methodology on DEC/VMS for the ProMaint application.
Performed check-in and check-out activities for program developers.
• Maintained office network and participated in expansion activities for the corporate network.
• Performed various unit and system level tests on the ProMaint CMMS system. Resolved end-user issues via
phone/data hookups.
VII. Management Technologies, Inc., Troy, MI (1989-1993) Subsidiary of Management Technologies
International, Inc
See description at item III above.
A business process improvement services firm serving clients in diverse industries, such as automotive, electronic compone
nts manufacturing, food processing, powdered metals, and photo imaging. Key clients in these industries are Freightliner,
DaimlerChrysler, GM, Ford, Borg Warner and Konica Minolta.
Associate
Employed between semesters at college. Various duties included basic support activity for the systems development
group and assisting with network/infrastructure development.
EDUCATION
Bachelor of Science in Industrial Engineering - Manufacturing Administration (1992)
Western Michigan University, Kalamazoo, MI.
ADDITIONAL PROFESSIONAL TRAINING
Certified Project Management Professional – PMP
Certified Six Sigma Black Belt
Member of the Project Management Institute (PMI)
Renaissance Executive Forums
Microsoft MCSE Training
Novell Netware CNA/CNE certification
Hyperion Essbase
SAP
Oracle Database 6/7/8i/9i/11i
IT PROFICIENCIES
SOFTWARE: Microsoft Office 2000-13, Microsoft Project, MS Publisher, Visio, SAP, Oracle Database, Adobe Acrobat,
SQL Server
OPERATING SYSTEMS/LAN – INTERNET Tools: Windows 2000/XP/Windows 7, 8.1, 10, Windows Server,
UNIX, HP-UNIX, Novell Netware, MAC OS, TCP/IP
HARDWARE: Intel based systems, Dell PowerEdge Servers, HP, Macintosh, HP Terminals and Peripherals, Cannon,
Lexmark, Wireless Router and Hub technologies.