At TRW, our unique approach to operational excellence involves creating customized plans tailored to each client’s needs. Our philosophy emphasizes direct involvement with stakeholders at every level, from the C-suite to the operational teams. This ensures that our strategies are aligned with your organization’s goals and that we effectively address challenges across the entire stakeholder chain. By fostering collaboration and understanding, we drive sustainable improvements and empower your business to achieve its full potential.

Strategic Transformation Solutions is an end-to-end operational excellence consulting firm that specializes in transforming an organization utilizing change management and lean implementation from the C - suite to the manufacturing floor and all functions in between

The position will oversee the company’s development of a world class lean culture and the establishment of our plants as manufacturing centers of excellence. This role will closely interface with all key Manufacturing functions, including Supply Chain, Operations, Engineering, and Quality. The position will be responsible for identifying, development and execution of our lean strategies and reducing/eliminating all forms of waste throughout our global footprint. This role will be a primary driver for our strategy to leverage global production capability to support Sales and Operations

This role provide strategic and technical leadership for the Global Supply Chain team. Responsibilities include providing expertise to executive and floor support associated with strategic initiatives, safety, manufacturing and quality methods, tooling, and equipment. Aggressively initiate new processes and methods that will improve safety,cost management, reduce cycle time, and/or improve product quality.

GLG ConsultingThe world’s largest membership network for one-on-one professional learning, comprising more than 500,000 thought leaders and practitioners, including business leaders, scientists, academics, former public sector leaders, and the foremost subject matter specialists. GLG serves users at more than 1,400 client companies in 40 countries. These clients include Fortune 500 companies in nearly every sector and the leading professional services firms and financial institutions.

The position provides operational expertise developing new suppliers across a global supply chain by leading them in the implementation of strategic and tactical programs that strengthen safety/quality and risk management, and improves supply chain effectiveness. This position drives continuous improvement of business processes through ongoing measurement and evaluation. It looks at business activities in terms of value delivery streams and focuses on process optimization. This role collaborates closely with suppliers on project selection, prioritization and resource assignment and allocation.

This position is responsible for coaching, methodologies, training assessment and developing Nestle Continuous Excellence capabilities in Nestlé’s $6B Prepared Foods and Baking Supply Chain. This includes Goal Alignment, NIMS, Leadership Development, and Lean. This involves setting clear standards for supply chain, facilitating replication of best practices and promoting a culture of continuous improvement and employee engagement based on the NCE 'One Model' and support Development, Execution, and Capability Building in NCE Foundational Elements. Developed the Operational Master Plan (OMP) for the overall business objectives that displayed $170M in operations savings Developed Supply Chain Coaching for alignment and capability building to develop sustainable solutions critical to success.  Develop measured success through achievement of CBN business results, progression of NCE phases, and the progression of assigned sites' Zero Loss Journey. Developed methodology and managed each function’s plans and results in order to support each function in achieving their CBN (Compelling Business Need) Solved raw material (protein) purchase, storage and conversion that lead to $1.6M in annual savings Establish and execute strategic plans for Lean organization to maximize its value add, to exceed operational goals and to create a competitive advantage in the business. Thru Lean leadership, strategic direction and collaboration / execution with site senior leadership, establish site as NA Benchmark for Lean in OPS, Back-office & Supply-chain. Aggressively drove financial performance in the areas of distribution, raw material storage, productivity, purchase price, and facility variances. Develop and execute a Lean strategy that supports the site’s overall business model supporting infrastructure & high-reliability market segments.

Rockwell Automation, Inc. provides industrial automation power, control, and information solutions primarily in the United States. This segment serves food and beverage, automotive, oil and gas, metals and mining, and pulp and paper industries.Operations and Engineering Services (OES) Champion – Control Products and Solutions Rockwell Production System (RPS)Global position that focuses, as the primary resource as Rockwell Production System’s (RPS) champion, on supporting operational and transactional transformation. The position holds responsibility for developing the overall implementation strategy for Lean/ Six Sigma deployment and implementation plans that drive continuous improvements in the area of safety, quality, delivery, cost and working capital. This is achieved by implementing RPS by providing Lean/ Six Sigma leadership, developing a world class continuous improvement culture and methodically implementing the strategic objectives (a unique combination of strategic planning, strategy deployment, lean management/manufacturing techniques and six sigma tools) to drive global facility level performance consistency and sustainability. Leading the corporate initiative to convert overall (manufacturing and transactional) operations to the RPS Manufacturing Operations model to drive operational and transactional processes to drive execution of the business plan Created, designed and implemented work team model for manufacturing facilities that improved first pass yield, worker morale and output Led the initiative to create and design a new incentive compensation process for Global Sales and Marketing that reduced discrepancies and mistakes by 43% Introduced and implemented the five year strategic Hoshin Strategic Planning process in the Product Safety process and Manufacturing Operations that decreased annual planning time by 4 months and clearly defined alignment with the corporate and strategic intent

An operations management consulting company specializing in creating and implementing custom client partner operations programsManaging Partner – Operations Management Consultant 03/2006-5/15/2008Managing the P&L, provided Enterprise leadership responsible for identifying and pursuing strategic revenue and growth opportunities. Prepared and executed operations management technical and business consultation solutions including design and implementation of change management programs and operations continuous improvement initiatives through expert identification, analysis and resolution of diverse operational issues.  Led the planning and execution to increase sales revenue by 45% in 2008 Establishes and oversees contract expense budgets so that total cost objectives are achieved.  Control of indirect labor, direct labor and overhead accounts (supplies, maintenance, and training) within planned levels to ensure that profit goals are achieved and a competitive cost structure is maintained.  Responsible for high level interaction with customer to ensure relationship building and customer satisfaction Created and implemented a customized Lean implementation program for an international high tech company that included incorporating lean methodology for both manufacturing and business operations processes utilizing the DMAIC problem solving methodology to be rolled out globally and seeking $40M in cost advantages Created and mentored the global framework for a Suppler Relationship Management (SRM) program for high tech company to improved supplier benefits of $19M Led effort to modernize/standardize west coast bio-pharmaceutical company to achieve a 12% increase in production through the implementation of new technologies and manufacturing philosophies

This is a Dell internal position. Duties included assisting in creating and driving operations improvement from both a production and business process role. Responsible for execution against key measures of daily production attainment, cycle time, and quality. Reports on performance and presents activities, issues and recommendations to cross-functional organizations and senior management. Ensures appropriate controls are in place to remove barriers that slow or prevent the successful attainment of process/productivity improvements. Responsible for overall execution to expectations. Created business case for Alternative Work Schedule (AWS) that reduced overtime costs by 53% and increased the quality of work life for floor associates. The project also added manufacturing flexibility and capacity increase of 33% Created the business case for implementing Geographic Manufacturing (Geo-Man) in the Austin Fulfillment Campus that will place manufacturing closest to the customer. Overall project savings estimated to be $18M Decreased Aged Order Profile by 41% thus improving customer experience through improved operations practice Chosen to lead distribution cost savings that created $12.6M in savings in manufacturing and transportation costs Created an assembly pick solution that saved $2.8M in manpower and storage annualized savings

Reporting to General Manager and managing the P&L for 24 hour $180M+, Automotive high speed engine valve manufacturing operations. Responsible for directing and coordinating 200 employees in a 700+ employee facility and all manufacturing activities to finish for production. Direct management of 15 department supervisors and four manufacturing engineers across three shifts. Successfully increased manufacturing capability 10% to produce 502,000 units per day while improving quality through lean manufacturing implementation Successfully conducted international operations integration with facilities in Japan Reduced operations cost by 13% to improve profit margin Developed resources to provide technical expertise on the techniques of Lean Manufacturing.  Created standardized processes through continuous improvement principles in manufacturing resulting in an overall 18% reduction in waste in manufacturing.  Created standardized manufacturing performance metrics, implementation of common manufacturing systems, streamlining/centralizing support functions, turns, and reducing cycle times through Kaizen principles

Programs Manager – Aftermarket Engine Services (08/98 – 2/2002)Charged to win Engine Services after market repair sales, including engine overhaul, fleet management, material management and parts repair services, as part of the Regional Customer Focus Team. Lead Operations and Sales and Marketing Team to work in conjunction on identifying and pursuing business development opportunities and incorporating internal production operations to concur with FDA after market repair regulations and provide custom applications with customers’ operations requirements. Develop and lead new business development and margin analysis activities for both Military and Commercial products that produced an incremental $3M in revenue Lead product development effort that focus on product cost control, product pricing quotes, market niches and internal capabilities development Lead Sales and Marketing to achieve $24M+ in sales for both Commercial and Military customers Successful lead in developing new and maintaining existing customer accounts, product price development, and contract negotiation Active development and maintenance of industry competitive intelligence  Successfully created business opportunities and called upon international customers in Japan, New Zealand, Mexico, Belgium, Switzerland, Saudi Arabia and Argentina

Managed FAA /Military regulated production engineering and operations activities involving the analysis, design and development of new or existing metallurgical and mechanical manipulation processes and equipment used in the inspection, repair, modification, and manufacture and testing of tooling, parts, subassemblies or engines.. Converted operations into a lean certified manufacturing environment in 18 months Created Process Improvement Task Team (PITT) to develop and implement process standardization to produce standard work and process quality improvement by 33% Ito University Graduate (Quality – Shingijutsu’s Lean Manufacturing Initiative) Led five cross-functional Kaizen team to create and maintain one-piece production flow increasing shop throughput by 28% and decreasing production costs by 23% Directed engineering efforts to implement Lean Certification Silver level of Achieving Competitive Excellence (ACE) program through the initiation of Quality Control Process Charts (QCPC), Total Productive Maintenance (TPM), Mistake Proofing, Process Management and Certification, Standard Work and Relentless Root Cause analysis to improve quality Selected to chair Environmental Health and Safety committee that improved employee safety and reduced employee incidence by 12%

World Headquarters, Product Development Planning AnalystA part of the high profile Ford Product Development Leadership Group (FPDLG). Positions include:Marketing Plans and Brand Development Strategy, Dearborn, MIProduct Development Strategy AnalystRepresented the voice of the customer for interior of Product Development of new P207. Served as the liaison for manufacturing and marketing to assure a viable world product. Trained and skilled in the implementation of SPC and TQM manufacturing and management practices.Corporate Program Management, Hermosillo, Sonora MexicoVehicle Systems Lead EngineerSpearheaded door systems green-field effort to on-time delivery of CT120 (Escort Coupe) Program during the launch phase. Managed a staff of 2 supervisors and 8 engineers.Product and Business Strategy Office, Dearborn, MI.Business and Product Strategy AnalystConducted detailed research and analysis of Honda and Toyota to be used by senior management to develop worldwide outlook and business strategies.