Operational Excellence and Management Consulting.

Managed the day to day deliverables and relationship with a major customer in the Solar Power industry. We were able to manufacture the equipment to build what at the time was the largest Industrial Solar Plant in history.

Traveled the globe assisting with customer startups, System implementations and operational leadership as an expert in Lean Manufacturing, Supply Chain and Warehousing / Distribution.

Responsible for Lean Manufacturing, 6sigma and cost reduction at the Flextronics Calgary Center. Leading the lean transformation and cost conscious culture shift throughout the 600+ employee organization. Changing traditional philosophies across the organization from productions workers through engineering, supply chain experts through executive management. Established and exceeded a tangible $6.2M target by 46% to $9.3M hard savings in 2008.Developed and mentored 2 senior engineers and 1 senior program manager into ambassadors of Lean, cost awareness and continuous improvement throughout the organization.Worked with the Factory Controller and Functional leaders to review the areas of opportunity. Established KOI's and developed tangible plans to achieve savings while mitigating potential impact to employee moral. Presented monthly and quarterly reports to the Flextronics Leadership Council and Nortel Senior Executives (primary customer) regarding budget, performance to contractual deliverables, and lean implementation progress. Oversaw the training initiative that lead 100% of 600+ employees trained in Lean tools and philosophies. Steered the employee driven cost reduction program to 300 + employee recognitions. Recognitions were given to employees that implemented processes and cost improvements that positively impacted the P&L by $25K or more.Traveled to multiple factories across the USA and Mexico to participate in Kaizen events and study under the Sensei's from Shingujitsu Led a series of Kaizen events to achieve a 50% reduction in all manufacturing lines that allowed the warehouse and manufacturing operations to co-locate (over 500, 000 square feet to 180,000 square feet)

Established VMI contracts, processes and relationshipsMultiple ERP and WMS implimentationsEstablishment of shared customer distribution center