•Managed direct team of 8 salaried supervisors, buyers, process engineers, and quality engineers, and 40 temporary and permanent hourly manufacturing associates for 3 brands totaling over $30M annual revenue.•Forecasted monthly manufacturing production plan to meet plant financial forecasts, adjusting product mix and labor planning to maximize revenue and navigate supply chain instabilities. Drove alignment with sales and operations leadership to address shortfalls during weekly financial forecasting meetings.•Led monthly problem-solving at monthly executive leadership meetings, communicating improvement priorities and aligning cross-functional resources to permanently close root-causes of critical value stream issues. •Partnered with sales and product managers to strategize future product development opportunities, address key customer delivery priorities, and launch new product upgrades that grew sales funnel for value stream. •Executed daily visual management to problem-solve and plan continuous improvement events to achieve value stream KPIs: safety, quality, on-time delivery, backlog, parts inventory, and revenue shipped. Mentored team leaders to configure appropriate KPIs and lead daily visual management at manufacturing line level.Key Achievements•Sponsored and led 10 kaizen events in lean transformation to improve manufacturing processes and resolve internal and external parts supply challenges, reducing $12M past-due backlog by $9M in first 6 months.•Prioritized quality improvement, process engineering, and parts supply activities for $1M manufacturing line using visual management, resulting in $800K sales revenue, $400K backlog reduction, and $250K funnel growth.•Chartered, led, and sustained cross-functional Shingijutsu kaizen for flagship product line, achieving 30% backlog reduction, 60% 5S KPI improvement, and all-time high production rate over 3 months.

Fortive Asian Network - 1 of 4 committee members leading DEI events to increase inclusion of Asian, Asian-American, Native Hawaiian, and Pacific Islanders across Fortive operating companies

•Led simultaneous cross-functional projects to reduce wasteful transportation spending, creating new SAP and supplier processes to increase velocity and developing new packaging to enable cheaper ocean shipping•Influenced global trade managers to prioritize and execute import duty reduction projects. Utilized data analysis of regional import reports to identify specific products and countries causing majority of excess spending.•Connected and analyzed data from freight forwarders, payment providers, and SAP to develop initiatives to reduce costs of high-volume consumable products. Built Incorta dashboards to validate success of initiatives.•Tracked monthly progress of global transportation initiatives, reporting freight savings and spending KPIs to senior operations and finance leaders. Coordinated with regional managers to identify and solve issues.•Participated in and led 4 high-visibility kaizen events in 2022, performing significant data analysis to find opportunities to reclaim wasted spend and improve delivery to customers throughout organization.Key Achievements•Successfully led remote project to build and hand-off new ERP process to ship from contract manufacturer to customers, achieving $6M+ revenue benefit in 2022 and resolving FDA corrective action ahead of schedule.•Created new process to integrate banking data, UPS rate tables, and fuel price indices to establish $100k shipping revenue stream. Successfully handed off to analyst to identify growth opportunities, increasing revenues to $250k within 9 months and developing roadmap to achieve $600k+ in following 6 months.•Analyzed financial, transportation, and product data using pivot tables and dashboards to identify over $1M/yr in transportation savings through off-the-shelf packaging changes and existing network consolidation efficiencies.

Management internship with engineering teammate in $2B North American automotive division, tasked with delivering new manufacturing capability to enable more efficient capital utilization while simultaneously facilitating business development and countering increasing product complexity and customer demand. Key Achievements•Managed 3 global technology suppliers to develop new scaling manufacturing lines, achieving 30% cost avoidance and 35% capital cost savings by improving utilization and enabling product flexibility.•Developed new financial model to characterize unutilized fixed costs of manufacturing equipment, identifying average 50% underutilization across all plants to justify pilot implementation of recommended solutions.•Facilitated and accelerated engineering teammate's development through daily meeting cadence and weekly 1:1 sessions over the course of the project.

Consulting engagement with goal of improving the standard of medical care across Ghana and greater sub-Saharan Africa, focusing on the expansion of Point-of-Care-Ultrasound (PoCUS) technology in emergency and trauma medicine. Key Achievements•Performed extensive research and interviews with emergency physicians, identifying low-risk/high-yield opportunities to implement new diagnostic technology and building financial justification for equipment.•Delivered assessment of adoption readiness and fellowship training models to executive leaders, adapting novel training programs from US military healthcare in low-infrastructure settings to Ghanaian healthcare system

•Performed chemical and imaging analysis to develop explanatory models to communicate root cause of manufacturing defects to R&D leadership. Frequently refined techniques to rapidly track process health.•Managed lab requests for multiple R&D and manufacturing projects simultaneously, partnering with process engineers and managers to develop analysis strategies across 3 labs to quickly resolve factory line-down issues.•Evaluated, purchased and maintained lab equipment to maximize factory uptime. Developed novel techniques and equipment upgrades for existing equipment to support Foveros and EmIB chip stacking technologies. •Led workstreams to transfer lab processes to global manufacturing sites during ramp-up phases of new products. Documented processes and developed training materials to facilitate hand-off of techniques and equipment.Key Achievements•Developed lab techniques achieving 10x throughput time reduction to facilitate Foveros program certification ahead of schedule. Program received company-wide technology award in H2 2018 for this milestone.•Rolled out equipment purchasing and training plans across eight sites in four countries, resulting in worldwide adoption and purchase of 10+ toolsets for applications spanning company product portfolio•Co-led transfer of lab processes and equipment training for key product families to factory in Chengdu, China and received Lab Network Award for enabling lab start-up and product support 15% ahead of schedule.

Internal consultant for US Navy hospitals, specializing in process optimization and cost reductionPhysical Evaluation Board (PEB) Project•Developed software requirements to modernize the process by which injured service members are determined to be fit or unfit for duty, resulting in a 60% reduction in processing timeNaval Medical Center San Diego Project Reassessment•Interviewed nurses, physicians, and technicians to evaluate continuity of past projects and briefed executive officers, leading to implementation of two department-wide projects

•Successfully qualified for and maintained Secret security clearance from Aug 2010•Achieved Lean Six Sigma Green Belt through self-study and departmental support