Paranet advisory group membership provides varied experiences and perspectives to manufacturing leaders. Members engage in confidential sharing of challenges, ideas and wins with their group. Peer member take part in challenging discussions and open feedback from their peers under the facilitation of a professionally trained facilitator.

• Facilitation of Business Group strategic planning - including charter development for all key initiatives • Coach and mentor Generac Lean Academy participants on data analysis, problem solving methodology and project management • Facilitation of Business Group level kaizen events for SIOP and Customer Quality to determine future state and action plans• Program managed ramp up of bottleneck assembly area to support storm response demand increase• Deployment of Managing for Daily Improvement, CI Plan and Lean Maturity Audit standards across multiple facilities using a documented standard for development, implementation and follow up

• Overall responsibility for 2 of the 3 Value Streams within Germantown facility supplying automotive OEMs, including direct supervision of 40 full-time employees• Coach and lead Kata improvement project to reduce Cost of Quality (COQ) from 3.95% to 1% • Direct operations team to fulfill customer orders, while managing labor and expenditures to achieve profit targets• Assign and prioritize actions of operations support staff to ensure alignment with manufacturing needs• Lead and participate in cross-functional teams to drive improvements in Safety, Quality and OEE• Upgrade capability of Value Stream Team Leads through coaching and key staff additions

Support and drive process improvement teams to achieve measurable results using lean and six sigma methodologies.• Directly managed a Leadership Development Program participant in the Continuous Improvement department• Provided mentorship and project direction for hourly Continuous Improvement Associates• Completed six sigma green belt project that reduced setup time for the draw machine by 16% and eliminated the Risk Assessment Score in the work area by 83% • Deployment of Green Belt Training to 100 students – including black belt support of 10 students’ Green Belt projects• Content development & deployment of new Orange Belt (Basic Problem Solving) Training• Lead procurement process improvement initiatives related to requisition, PO creation and receipt of goods, resulting in an increase of POs originating from a requisition by 25%• Core team member of Oracle Business Intelligence (OBIEE) deployment• Team leader to develop the business’ 10 year automation strategy and roadmap

Development and implementation of LEAD (Lean Enterprise Across Disciplines) tools and processes throughout the corporation - encompassing both Operational Excellence and Safety. • Managed outsourcing project for Enerpac electrical subassemblies – scope included warranty and process data analysis, cost justification and vendor validation & selection• Deployed training to over 140 individuals in areas of lean processes, project management, safety and ergonomics• Certified facilitator of kaizen events on core lean tools & processes related to operational excellence• Functional role within the operations-integration team for newly acquired business unit (Weasler Engineering)• Developed a 4 stage maturity roadmap to provide a methodical approach to becoming a best in class safety organization• Program manager for OSHENS software implementation in 3 global business units in 10 months to electronically report safety incidents, incident investigations and manage corrective actions• Global subject matter expert for Ergonomics – including coaching and mentoring of summit participants• Deployed 6 sessions of Safety Awareness Training (OSHA 10 hour) to business leaders and front line supervisors

Assisted in the newly formed Continuous Improvement department while working closely with the Director of CI and Quality. Gained experience managing projects and delivering professional presentations with the primary objective of cultural growth towards a lean corporation. • Facilitated culture change by training over 10 individuals on operational metric retrieval and definition as well as supported the corrective and preventative action plan including fishbone diagrams and continuous improvement cards• Reduced 20 hours per week of wasted motion within the inspection department by means of reorganization in 6 months• Leader for a project to process map and streamline high volume product consisting of over 150 purchased and 45 manufactured components by routing reorganization to allow for smaller sub-assemblies • Responsible for over 10 different nonconformance tracking and analysis tools to initiate root cause investigations and assisted in the creation of a database to retrieve weekly metrics for non-conformances by responsible supervisor• Value stream mapping of current and future states of shipping process for ISO documentation to enable a multi-faceted view of the corporation – from order placement to product shipment• Participated in set up of a work cell and kanban system for over 50 products, product family categorization, and determined 500+ necessary routing changes to be made prior to work cell inauguration