Led six team members Lean Managers and a Sr Safety Manager to improve safety activities while reducing accidents and recordables. Developed $8.7M pipeline for 12 facilities. An active member of the corporate Lean Committee.Created corporate wide Lean Control Rooms (Obeya) and MDI auditing process to drive strategy at the plant level. Conducted annual strategy meeting for the plants President and VPs. Executed Lean/Safety strategic planning for new acquisitions.

Part of a team that developed a global rollout of continuous improvement systems and tools throughout Conti-Tech Drove improvement enterprise-wide for 19 plants. Total verified savings of $3.1M. Partnered with various plant managers and with their teams to train and build internal capability to utilize continuous improvement tools.

Contributed to the company’s consulting team to develop training and value stream mapping for GM South America’s Accounting departments.Drove continuous improvement in Lean Accounting reducing days to close the books at multiple GM sites in South America. Implemented TPM in multiple recycling plants to drive capacity and uptime.

Implemented MDI in all departmentsCreated efficiencies through standard work take/time analysis Improved yield in the re-manufacturing processConducted 3p layouts for multiple work cells

Oversaw development and implementation of the Carlisle Operating System throughout 18 sites worldwide. Re-engineered the current manufacturing, business, and supply chain processes following Lean methodologies with verified savings of $5.3M. Re-shored processes form China in to the US creating more efficiency and output.

Led and implemented the Lean roadmap for the Carlisle Construction Materials by securing the resources and ensuring successful implementation across twenty six sites while directly engaging strategic facility relocation. Additional responsibilities include supporting the Carlisle Operating Systems group with direct training, course development and managing the Strategic Deployment process within the Carlisle Construction Materials group and the Corporate Business units.Created and implementer a yellow, green belt process for operators on the floor.

Realigned manufacturing process at 10 facilities. Conducted 45 Kaizen events. Scoped for continuous process improvements at the four Tire and Wheel sites (totaling $400M revenue/year), eight CCM facilities (totaling $415M in revenue), and Bimbo Bakery’s 12 sites ($250K in revenue), implementing Lean Manufacturing and Six Sigma philosophies.

Managed operations and strategic planning of continuous improvement for the TBR and PSR Tire lines. Annual sales of $150M of six departments.Realigned departments in Lean, utilizing inhouse supermarkets, pull systems, right sizing WIP through customer demand (departments included Mixing, Calendar, Extrusion, Bias Cutters, Tire Room, Curing, Final Finish, and Warehouse). Implemented “6S” plant organization. Optimized the kaizen schedule through impact difficulty analysis, along with metric boards in each department. Increased throughput on average by 17% through SMED, Jidoka, and waste elimination. Improved quality by 15% through standard work, and improved efficiency by 21% by eliminating rework and non-value-added work. Increased OTD by making the skus through customer demand vs. sales forecast. Reduced defects and rework ~ 28%, curing cycle time ~12% through OEE., labor ~ 9% (through waste elimination and cycle time/takt time studies), overtime in indirect and direct materials ~23%, overall budget of $36M ~ 13%. Completed Bridgestone’s Six Sigma Black Belt Program.

Responsible for running 6 Departments. These 6 departments made up of 400 hourly folks and 23 staff members Combined 5 departments into 2. Reduced 10 classifications into 5. Reduced $36 million budget by 10 % through labor savings.Reduced back log rework by 90% through quality, training and structure. Increased curing capacity by 12% through Pm’s and reduction in cycle times.

Roles held: Business Unit Material / Ops Manager | Competitive Manufacturing Team | New Vehicle Launch Team| Business Unit Manager Exterior Panels Operations | Business Unit Manager Fab Shop Operations | Supplier Quality Engineer | QualityProgressed in various roles throughout organization from leading teams, improving and leaning-out operations, material, supplier processes, packaging and warehousing.