Number 1 Selling Truck for the last 39 years, 9th Ranked Fortune 500, 149.6 Billion in revenue in 2015.Manage all aspects of production and personnel, which compiled of 70 union workers and 6 salaried personnel. Improved efficiency by strengthening the capabilities of line workers as well as first level management by job share objectives and cross-functional training. While implementing Lean Principals, as well as Kaizen objectives to help increase profits while reducing unneeded items. Working together constantly in cross-functional teams with operations, maintenance, and engineering, to complete the following improvements:Incorporated equipment to reduce water usage at the plant by 35%, or 1.2 million a year.Designed a systemic operating step changes to reduced scrap by 15%.Established a tag out procedure to run production through breaks, increasing finished product by 13% daily. Using better work practices, a reduction of rework on Trucks by 20%, causing an increasing production 5%. Established better work practices that reduced the operating headcount (FTE) by 6%.Work in cross functional teams to improve logistics of parts suppliers as well as part handlers.Conducting performance reviews for lower level management and their employees.

Managed palletizing as well as personnel in bottling which consisted of 125 union workers and 6 supervisors. Implemented systematic improvements to help line speeds as well as run efficiency on production lines. Raised production levels to allow additional time to perform preventive maintenance to improve reliability of equipment to insure through put. While helping implement lean principals to help increase profits while reducing unneeded items and tasks. Knowledge of food safety, ISO certifications and better work practices on the following: ISO 9001, Quality Management Systems Requirements; ISO 14001, Environmental Management Systems Requirements; ISO 18001, Occupational Health and Safety Management Systems Requirements; ISO 22000, Food Safety Management Systems Requirements. Work with Maintenance to fix top OEE issues.Created a cost savings project in palletizing saved the company $25,000 a year.Reduced rework of finished goods by 20% by root cause problem solving.Headed a systems and production schedule to run production lines through breaks and lunch, adding an hour of production to multiple lines a day.Orchestrated a recycle pallet program that saved the Company $13,000 annually.Eliminated product tip over in transit to second party by 100%, causing a reduction in waste of $80,000.Improved logistics of incoming raw material to better fit run schedules by working with venders.Increased production line capabilities with maintenance to gain downtime to do preventive maintenance. Created an economical batch quantity for products for longer runs with less line change overs.