• Responsible for supply chain operations activities including inventory management, material usage, and all plant level material handling activities. Provide leadership and expertise to optimize inventories, production scheduling and logistics. 100% on time shipping deliverable achieved for over 4 years. • Promote a culture of lean business processes, systems, and continuous improvement. Provide necessary support, training, and coaching on the use of lean practices and implementation of lean thinking to drive initiatives across the organization. Serve as the Supply Chain SME for all cross functional operations projects including facilities, industrial engineering, and manufacturing. • Inspire employee productivity and optimize procedures to reduce costs. Maximized team member productivity and efficiency by eliminating waste, creating standardized processes, and revising delivery routes. Reduced overall headcount by over 50%. • Elevated business productivity and competitiveness by upgrading processes, installing programs, and training staff to use new applications that streamlined inventory, customer management, and manpower. Created an interactive system to track both inbound and outbound logistics for site. Able to utilize system to improve efficiency on both receiving and shipping docks. Implemented SEEGRID automated guided vehicles to deliver and retrieve components and finished goods.• Project lead for Pedestrian In-Plant Vehicle (PIV) workplace safety system for facility. Establish minimum requirements for the identification, evaluation and control of all mobile equipment and pedestrian interaction safety risks. Meet monthly with cross functional team to review any current or potential people and vehicle interaction risks throughout the facility.

• Developed, promoted, and supported cost reduction program for facility. Tracked cost reduction initiatives and facilitated monthly reviews with plant leadership. Over 200 initiatives year over year with savings of approximately $8M annually.• Designed layout and coordinated equipment installation for manufacturing area growth. Increased layout efficiency of each area by 15% to allow better product flow and space for needed machines. Worked closely with trade organization on installation requirements.• Chairperson for Professional Managers Network for Rochester operations. Re-established monthly meetings for all plant salary personnel. Created agendas, topics for discussion, interactive activities, and recognition program. Increased membership participation by over 40%.

Established requirements for Fuel Cell manufacturing site that included capital appropriation needs, site layout, and manpower requirements. Designed, utilizing AutoCAD, new Fuel Cell manufacturing site applying Lean Manufacturing Principles in production cell design and layout. Worked with Product Engineering on manufacturing requirements for Fuel Cell production builds. Core IE responsible for internal scale-up of pilot production line within a clean room environment. Designed lab layout, determined equipment utilization, performed capacity studies. Established Value Stream Workshops to determine areas of cost and waste reduction. Managed Manufacturing Engineering expense budget. Created and maintained Capacity Models for site

Sole manpower planner for Stamping Division allocating approximately 16,000 hourly employees to specific job activities within 13 manufacturing sites. Developed & implemented Divisional Labor Planning Database to ensure commonality and consistency at plant sites. Database eliminated 80 hours/month/plant previously spent on generation of reports. Facilitated weekly customer meetings to ensure all goals were achieved. Responsible for all functions of Labor Planning including Budget planning, Long-Term Hourly Employment Forecasts, Labor Benchmarking, and Strategic Planning. Established both Divisional and Plant level glide paths ensuring scorecard measurements were achieved. Prepared and developed all Executive level presentations for Sr. Executives, including presentations for GM North American Strategy Board and Group Vice President Reviews.

Rapidly promoted for superior achievement to dual role as General Supervisor of Industrial Engineering and Business Planning while maintaining stretch assignment as Industrial Engineer for 12 press lines. Ensured prompt and concise information was relayed to Plant Management to enable throughput decisions. Provided leadership to a staff of 10 employees while overseeing all functions of Industrial Engineering including Business Planning, Methods Analysis, Decision Support Systems, and Ergonomics. Created Value Stream Workshops for Plant Management, Staff, and UAW Leadership. Maintained Plant Strategic Business Plan.

Facilities Engineer charged with the design, development, and construction of a 300,000 square foot $4 M warehouse racking system. Quickly advanced to Manager of the Parts Assistance Center responsible for 19 employees covering the retailer parts network calls spanning the continental United States, Hawaii, and Alaska. Transferred to Supplier Manager Team as Leader responsible for procuring service parts for distribution to retail network. Led four Supplier Managers responsible for selecting, supporting, and developing suppliers to provide quality service parts at competitive costsAs Call Center Manager, proactively sought out continuous improvement opportunities within the call center. Reduced call volume by 71% and reduced headcount by 40%. Determined call center metrics and reporting strategies.