Leading the manufacturing operations at Monster Digital.

 Developed and implemented Standardized Work at the Dallas plant. Developed and implemented a product audit system which dropped Woot’s external defect rate from 12% to below 4%. Developed and implemented a process audit system which dropped miss-shipments from 25/ week to under 3/ week. Developed a nimble training program which enabled the Dallas plant to rapidly scale up for Peak 2017 in two weeks, reducing the Peak-over-Peak labor cost by over $750k. Developed and… Show more  Developed and implemented Standardized Work at the Dallas plant. Developed and implemented a product audit system which dropped Woot’s external defect rate from 12% to below 4%. Developed and implemented a process audit system which dropped miss-shipments from 25/ week to under 3/ week. Developed a nimble training program which enabled the Dallas plant to rapidly scale up for Peak 2017 in two weeks, reducing the Peak-over-Peak labor cost by over $750k. Developed and implemented an improved waste process which reduced the cost of waste ink, to the plant, by $890/ week (~$50k/ year). Show less

 Implemented a heijunka board which regulated production flow and reduced variation throughout the Gemba. Implemented a Kan Ban system which enabled a 37.5% increase in production, 40 UPH to 55 UPH. Developed a lean training program for front line associates, which focused on Standardized Work and Gemba Kaizen. Derived, piloted, and received approval for an autonomous maintenance program which reduced machine downtime by 93.6%, 47 hours/ shift on average to 3 hours/ shift.… Show more  Implemented a heijunka board which regulated production flow and reduced variation throughout the Gemba. Implemented a Kan Ban system which enabled a 37.5% increase in production, 40 UPH to 55 UPH. Developed a lean training program for front line associates, which focused on Standardized Work and Gemba Kaizen. Derived, piloted, and received approval for an autonomous maintenance program which reduced machine downtime by 93.6%, 47 hours/ shift on average to 3 hours/ shift. Develop and piloted a comprehensive quality overhaul that included a $500k fixturing purchase which reduced external defects by 72% (QoQ), reducing the per unit cost by 14.7% ($0.25).Shift Improvements Led a team in the world’s largest direct to garment plant. Led a team of 200 employees through a record-breaking Peak season in which volume spiked to 733% above forecast volume, 150k forecast to 1.25M actual. Set productivity record for the plant, while maintaining a 1.5% internal defect rate. Show less

Developed and implemented Hoshin Kanri throughout a diverse workforceConverted a traditional bulk corrugated manufacturing environment to a pull, one-piece flow, cellular manufacturing workflowReduced manufacturing lead time from three weeks to under 36 hoursImproved the On Time Service of the delivery fleet from sub 40% to above 99% in six monthsDeveloped relationships with the Dallas Small Business Development CommitteeParticipated and assisted in… Show more Developed and implemented Hoshin Kanri throughout a diverse workforceConverted a traditional bulk corrugated manufacturing environment to a pull, one-piece flow, cellular manufacturing workflowReduced manufacturing lead time from three weeks to under 36 hoursImproved the On Time Service of the delivery fleet from sub 40% to above 99% in six monthsDeveloped relationships with the Dallas Small Business Development CommitteeParticipated and assisted in facilitation of a Kaizen Event at customer’s plant resulting in $140,000 in savingsImplemented purchasing power to reduce raw material purchasing by over $200,000Reduced OSMI from $750,014 in 2014 to $93,075 in 2016Developed and implemented merit and performance appraisal processInterfaced with Paychex HR representative to improve/ implement several human resource policiesManaged the company’s largest account ($5M annually)Used Gemba Kaizen to reduce the number of miss-shipped skids at Amerisource from 4/ week to >1/ month in six monthsImplemented heijunka board (load leveling) process to manufacturingImplemented visual controls which reduced a myriad of Muda, including the number of double pulled orders (from 2/ week to >1/ quarter)Implemented visual controls that enabled the logistics team to reduce their load time (75 min per order to 15 min per order) and their cube rate (from 20% to 80%)Increased the daily number of orders pulled and delivered from 24/ day to 50/ day in six monthsDecreased inventory and manufacturing time to the point that the third warehouse was eliminated, saving the company $4,500/ month on a warehouse leaseConceptualized, procured, and delivered a $2M project for AmerisourceWorked closely with sales staff on cold calls, resulting in the closing of over $150,000 in base, annual revenueTrained support staff on financial statements Show less

The Principal Industrial Engineer at FedEx Office promotes Lean Manufacturing methodologies and interacts with various stakeholders and business partners including but not limited to Sales, Operations, and Information Technology, Marketing, other FedEx operating companies and third party vendors. As an expert in Quality Driven Management, the Principal Industrial Engineer responsibilities include process analysis, initiating and leading continuous process improvements in quality and cycle time,… Show more The Principal Industrial Engineer at FedEx Office promotes Lean Manufacturing methodologies and interacts with various stakeholders and business partners including but not limited to Sales, Operations, and Information Technology, Marketing, other FedEx operating companies and third party vendors. As an expert in Quality Driven Management, the Principal Industrial Engineer responsibilities include process analysis, initiating and leading continuous process improvements in quality and cycle time, change management, and enabling growth in revenue and profit while meeting customer expectations. Show less

Develop continuous improvement projects for the Centralized Production Centers and the Signs and Graphic Production Centers. Work to develop a lean culture through training, 5S initiatives, and workflow improvements. Work on Quality Action Teams that reduce cost and improve efficiencies while developing an improved product offering and customer experience.

Negotiated with vendors to reduce industrial truck costs by 34%Met with vendors to improve lead times from 4 days to 2 days and improved scrap from 30% to 10%

Reduced the Lost Time Incident Frequency Rate from 70.8 in August 2008 to 0.0 in June 2009Completed OHSAS 18001:2007 certification audit and received accreditationPerformed as Safety Management Representative per OHSAS 18001:2007 Requirements

Reduced the employment turnover from 24% in 2007 to 9% in 2008Increased the value added from $55 in Q2 of 2008 to $90 in Q1 in 2009Reduced the Work In Process from $1.7 million in Q2 of 2008 to $0.9 million in Q1 of 2009Reduced scrap from 2.63% in Q2 of 2008 to 1.1% in Q1 of 2009Reduced rework by 46%Reduced the process lead time from 56 days to 14 daysConverted a push manufacturing system to a pull manufacturing systemConverted a reactive maintenance system to a… Show more Reduced the employment turnover from 24% in 2007 to 9% in 2008Increased the value added from $55 in Q2 of 2008 to $90 in Q1 in 2009Reduced the Work In Process from $1.7 million in Q2 of 2008 to $0.9 million in Q1 of 2009Reduced scrap from 2.63% in Q2 of 2008 to 1.1% in Q1 of 2009Reduced rework by 46%Reduced the process lead time from 56 days to 14 daysConverted a push manufacturing system to a pull manufacturing systemConverted a reactive maintenance system to a proactive maintenance systemResearched and implemented CMMS SoftwareImproved whiteboards and whiteboard meetingsLearned machining processesCreated and converted engineering drawingsTook new products from Engineering and assisted with the implementation of new machining processesAssisted in 5S auditing Implemented a global transition project where an AS400 database system was utilized to create production paths, routers, and costing of new productsImplemented a machinist training matrixImplemented Standard Operating Procedures (SOPs)Implemented a standardized production processImplemented a standardized production pathImplemented a scheduling processInternally audited ISO 9001 and ISO 14001 systemsImplemented a first article sign offImplemented OHSAS 18001:2007 Safety Management System and wrote the manualCreated access database tools that pulled information from an AS400 databaseUtilized Access, Visio, and Excel to chart manufacturing progress and implement process improvementsAssisted in the efficient closure of a manufacturing facility 2008 - Present Show less

Created an access database that allowed service technicians to input field work data, allowed management to itemize that data, and assisted in predicting client downtimeUtilized an AS400 system to chart and manage inventoryAssisted in with the preparation for the transition from an AS400 system to SAPAssisted in the maintenance and evaluation of DTH and TH equipmentPerformed as IT support for local branchPerformed as the University of Arizona liaison for Atlas Copco

Project Lead, Development and Testing of Nafion®-Silica Hybrid Polymer Electrolyte Membranes, The University of Arizona Senior Capstone ProjectUtilized a sol-gel process to manufacture nano-sized silica spheresImpregnated the silica spheres inside a Nafion® matrixUtilized a conductivity test to examine the effects of the silica spheres in a Nafion® matrixPerformed as Project ManagerInterfaced with and implemented customer ideas in the project. 2006 - 2007