Led 140 employees located in Fishers, IN and Clemmons, NC through implementation of Lean Manufacturing Practices beginning with a strict 5S of manufacturing facilities. Mentored 8 team members through Green Belt training and certification through Purdue MEP program. Assisted in the implementation of 6 Green Belt projects, resulting in increasing manufacturing efficiency in selected processes by an average of 17%. Implemented capacity scheduling, mentoring and assisting production managers from both locations become familiar and proficient in detecting bottlenecks, putting together plans to mitigate the effect, resulting increased stability in manufacturing systems and increasing overall on time shipping from 33% to approximately 74% within five months of implementation. Coordinated and led three Kaizen events, resulting in employee growth in knowledge and understanding of the Kaizen process. Coordinated and mentored 4 Just Do It projects, stressing speed of implementation and sustainability of improvements.

● Led $750M inventory movement to 79 Target stores in mid-western US, including detailed daily labor planning of 220-320 labor hours for most tenured team in the distribution center. Raised team's performance to top shift in building within first five weeks of shift responsibility.● Improved priority product supply to retail shelves by critical stocking period to 99.6% by collaborating with Inbound team to resolve conflicts previously preventing success.

● Led, motivated, and supported 60-150 full-time and temporary associates in the largest night shift of Amazon's highest-volume fulfillment center, packing 150-200K units per shift, consistently exceeding productivity goals by 15% and breaking volume records during peak season.● Enabled promotion of six high-performing associates within a year and improved team environment by mentoring a broad pipeline of associates in leadership and technical skill development and focusing on team culture.● Achieved 99% fill rate during critical peak season by collaborating with peers to define responsibilities and expectations and coordinate associate cross-training for essential roles.

● Rotated through all department leadership functions (receiving, storing/stowing, and inter-FC shipments), overseeing all areas of safety, quality, and productivity in each.● Led 80-200 associates in largest inbound shift at IND1, storing 200-250K units per shift and meeting rising productivity goals.● Created and implemented peak season plans for critical role cross-training and critical equipment management to prevent operations disruption. Led efforts reducing unresearched inventory defects by 33% during peak season. Collaborated across shifts to optimize peak season inventory storage for throughput, improving productivity and associate morale.● Reduced peak season attrition 5% by building positive team culture and motivating and supporting 40-120 temporary associates.● Coordinated and led capacity definition and audit of fulfillment center's 1.6M storage locations with 99% accuracy at validation.● Improved storage strategy for high-throughput inter-FC shipments, improving productivity to 110% to goal, achieving 98% SLA success, and improving outbound picking productivity.

● Reassigned to $25M business unit specifically to change the manufacturing culture and increase efficiency. Initially led nine associates directly; added 35 additional associates during high-uncertainty corporate restructuring.● Increased production efficiency 47% and production output per labor hour by 22% within two weeks by designing and implementing a production scheduling process to align manufacturing outputs with downstream operations while stabilizing manufacturing inputs.● Drove a variety of innovative solutions by building a team culture to improve communication, collaboration and team-oriented problem solving. Increased team members' sense of ownership by illustrating their impact in achieving company vision.

● Managed P&L responsibility, reporting to VP of business unit, and managed employee performance and development.● Reduced average manufacturing lead time from 14 days to five days, increased monthly revenue 21%, increased on-time in-full shipments from 33% to 82%, and reduced customer complaints 84% in first nine months of responsibility.● Led sustained process and behavior changes and goal alignment efforts to break silo barriers between sales and manufacturing.

● Led a 16-week project achieving 3 FTE-equivalent in cost savings, 66% downtime reduction, and 4% throughput increase by changing physical layout to reduce associate movement and reduce cycle times between critical job functions. ● Partnered with process engineers and directed, guided, and supported 15 long-term associates to embrace and support Lean Processing concepts through associate inclusion and engagement during process reviews.

● Management and technical responsibilities for the development, fit-for-use testing and implementation of new product offerings to the world market.● Built an effective R&D product pipeline to meet changing customer requirements by coordinating between Technical Service, R&D, Sales & Marketing, and Production teams.● Authored and implemented effective quality processes in accordance with ISO 9001:2000 Quality Standards resulting in increased manufacturing efficiency and fewer product failures on competitive market entry.● Increased response and resolution to customer complaints 15% through the coordination and reorganization of department systems across US, UK, Singapore and China sites through information transparency and communication of a common message to customers.● Accelerated time-to-market by 10% for complex, high-margin products by organizing a four-member team to research, design and implement an onsite reliability test lab.● Authored an F.01 ASTM test standard published in June 2011.