Recruited into a new role to lead and vitalize the division’s quality & regulatory affairs function.Eliminated a layer of management Reduced MRB inventory from $800kUSD to $50kUSD through process redesign to the lowest MRB/revenue in entire corporation (83% reduction)Started transition from “Break/Fix” to Root Cause Analysis Recognized NVAW addressed by the development and implementation of a Product Surface Standard (saving over 500 internal labor hours and >200 pieces returned to vendor per yearRecognized the need for Division level RA and assumed those responsibilitiesCompletely eliminated the second largest bar on the Pareto of incoming defectsVirtually eliminated x-ray tube failures within 6 months (from 1/week to 0/4 months) Root cause of large x-ray tube premature failures discovered and eliminated Reduced DPU at Final Inspection for a large, complex producdt from 5.9 to 2.9 (68%)

Recruited by an ex-GE CEO to launch Business Excellence (Lean Six Sigma) and “Quality as an enabling function.”• Decreased DSO by 10 days by a combination of DMAIC and Rapid Improvement Events ($14MM cash).• Savings of over $10MM within 8 months of launch ($6MM incremental EBITDA and $4MM helping processes reach targets) + $15MM Cash from Black Belts plus 80 Green Belt projects (avg. yield >$10k).• Designed and delivered novel BEx Belt structure: White (all colleagues), Yellow (team member + “modern quality tools”), Green (led a rapid improvement event), Brown (non-statistical DMAIC), Black (traditional)• ISDM (Integrated Service Delivery Model) phases: 1) Implementation: Over 5500 colleague-hours into the design of over 30 processes; 2) Steady State (Best Known Methods): established the playbook and in process of the first Pilot, Implemented Gemba walks/boards

One of four Executives asked by the ex-CEO of Viasystems to join St. Anthony’s and help him turn it around to prepare it for new ownership (SAMC is now part of Mercy Health System.) Responsible for Quality, Patient Experience and Operational Excellence. • Increased CT Scan capacity under surge conditions >300% without headcount and avoided purchasing of a new scanner using Lean and SMED. Decreased non-surge mean cycle times from >120 minutes to 28 minutes.• Reduced faulty lab orders originating from the Emergency Department by 98%• Improved Patient Experience: Leading unit increased score 8.4 points (versus an average improvement of 2.75 nationwide); 27 units showed significant improvements Quarter over Quarter.• Identified root cause of Surgical Site Infections for Colon procedures leading to a reduction of 84%.• Increased Leapfrog score from D to C in under six months (B was waiting for date range of data to change; Leapfrog has since changed rating systems and no longer awards letters).• Started regulatory readiness program that resulted in triennial re-accreditation by TJC.

Recruited to launch Six Sigma and operational excellence for this manufacturer of high reliability products including automotive, medical, industrial and military/aerospace segments. Led quality, quality improvement, corporate social responsibility, conflict minerals, and export compliance. Directed up to 1,200 employees and $2M budget.• Reduced Cost of Poor Quality 8% at the largest factory while reducing global QA headcount from 15,000 workers to 3,850 workers by starting the Lean journey.• Trained and certified 100+ Six Sigma Champions, 45 Black Belts, and 185 Green Belts. Achieved annual savings of $26M+. Won two national awards in Mexican Six Sigma competition.• Developed new quality tools, adding unique Level LO and L4 to LPAs, Best Practice Index (BPK) and automatic lesson sharing (9D) to engage workforce and to build learning organization.• Improved complaint resolution within two-week specification from 18% to 96%, while simultaneously improving quality of responses 78%.• Reduced cycle time for automotive PCBs from 26.4 days to 20.8 days, despite increased board complexity.• First American in the Chinese Organization Chart with direct reports in the Chinese factories; also, direct reports in Mexico, Canada, Netherlands, and the US.• Achieved top ratings in customer satisfaction, scoring 75% top two box “against the best.”• Improved production capacity of a metal integration product nearly 40-fold with no additional Capex to meet customer commitments.• Ranked among top 22% of all companies examined by EcoVadis for supplier sustainability.• In addition to QMS development, achieved OSHAS 18001 certification for Chinese factories, and ISO 14001 certification for all US factories. Two Chinese laboratories achieved ISO 17025, the first and third laboratories in the country to achieve this accreditation.