Promoted from a supervisor role into a facilitator in order to drive production efficiency, design and implement process improvements, and re-engineer workflows. A servant and influential leader to over 330 employees, accomplished in enlisting team support to promote inclusion, engagement, and accountability. Developed and mentored employees through coaching, educating, and hands-on project experience. • Mentored cross functional teams including Quality Assurance, Operational Technicians and Equipment Operators as well as departmental safety leaders• Coached site supervisors in performance management, visual management, continuous improvement and open performance dialogues • Participated in Project Management Organization (PMO), communicating out to the site and organization leadership on the status of current departmental projects, road blocks, alterations and support required• Condensed annual labor costs over $350K through initiatives including equipment/operational consolidation, re-engineering workflows, and implementation of Lean manufacturing techniques• Decreased equipment change-over by 50% by developing and implementing lean initiatives such as 5S, Single Minute Exchange of Dies (SMED) and Kanban. These include part management systems, standardized fastener trays, shadow boarding, Vendor Inventory Management (VMI) systems and redesigning process flows• Achieved 60% reduction in full lot rejected batches related to operator error through implementation of Corrective and Preventative Actions (CAPAs), education of shop floor team members and accountability through the performance process• Reduced part cost by over $200K annually through re-engineering multiple components, identifying and coordinating purchase through alternate suppliers, and developing alternate components.• Spearheaded strategy for capital investments to improve process and compliance including dust containment, press enhancements and vacuum systems improvements

Promoted to lead manufacturing operations. Servant leader to over 60 employees, including cross functional teams of equipment operators, technicians, material handlers and controlled substance monitoring. Shift included up to 16 separate departmental functions within a value stream. Developed and mentored employees through coaching, educating, and hands-on project experience.• Worked within cross functional teams to drive Non Conformance Reports utilizing TrackWise database• Utilized knowledge and research data in determining root cause analysis and creating effective Corrective Actions and Preventative Actions (CAPAs)• Coached cross functional teams to spearhead and support capital projects, equipment qualifications and product validations• Mentored staff members in managing and leading projects and initiatives, to provide them the confidence and the necessary tools to achieve success• Selected as T2S Transformational Department Leader by site level leadership to lead the department’s Transform to Success (T2S) initiative partnering with McKinsey advisors to create and execute aspirational targets aligned with manufacturing strategy to improve quality and productivity metrics• Reduced injury rate by 70% through commitment to observe, understand and educate the team on safety behaviors and reserving productivity time for safety training. Effectively implemented and sustained benefits from Safe Start training certification positioning the site for VPP status. Eliminated potential safety risks through engineering solutions• Achieved a capacity increase of 7 percentage points across manufacturing operations. Statistical analysis of process run-time and efficiencies were used to develop centerline process speeds, increasing capacity and decreasing waste yields