• Reinstated and managed strategy and execution of the Continuous Improvement program - FY17 program consists of over 600 projects• Served as primary Business Systems Analyst for organization specific processes- Data mined corporate data warehouse for analysis and generation of metrics and key performance indicators- Visualized data to produce high value communication and decision-making tools- Identified opportunities for technology solutions to critical business needs - Developed, implemented, and maintained supporting applications- Re-designed the Senior Supervisory Watch program to produce more objective and actionable analysisHonors: Completed The Dale Carnegie Course© and received the Highest Award of Achievement

• Supported the development of the Integrated Scheduling process by defining roles, responsibilities, and process steps that were aligned with the overall strategy and goals of the program• Responsible for developing the maintenance schedule for two manufacturing facilities - Facilitated the collaboration between maintenance, production, and the funding managers- Contributed to both facilities reaching the goal of an average of 80% schedule adherence • Served as the principle interface between the Scheduling Organization and software developers to communicate requirements and constraints in the configuring and development of multiple applications• Created training material and conducted training sessions for groups of 20+ to achieve end user competency of the scheduling process and its supporting applicationsHonors: Nominated by direct management and selected by the Executive Leadership Team to participate in the Emerging Leaders program

• Consolidated Project List (CPL) Program - Reduced bias in the prioritization process of over $500M worth of maintenance projects resulting in a more objective and effective spending profile - Designed and currently maintain an Access database with a user-friendly interface containing crucial details of over 2000 maintenance projects - Program had direct influence on funding decisions made by both Y-12 and NNSA senior management and encourage a broader perspective of system health - Co-presented a paper on the program at the Reliability and Maintainability Conference in Knoxville• Presented ideas on how to improve infrastructure funding decisions to senior management at the NNSA headquarters in Washington, D.C.• Lauded by the NNSA Director of the Office of Infrastructure and Capital Planning for knowledge, skills, and enthusiasm

• Led an effort to compile failure data in a GLP lab process in order to perform root cause analysis and eliminate sources of error that were causing several months delay downstream in the process• Identified the need for and developed a user-friendly forecasting tool used to prevent seasonal schedule conflicts that would result in missed deadlines

• Utilized Lean manufacturing techniques to streamline a ventilation hood assembly line resulting in a redesign, endorsed by the plant manager, that reduced wasted motion and addressed safety concerns • Initiated a team effort with members of the maintenance department to design and build several supporting fixtures to contribute to process improvement in multiple departments