Recruited to guide Manufacturing through extreme growth of new product. Inclusive of definition of Manufacturing strategy, capital equipment requirements, process development, factory layout, capacity analysis, material logistics, Manufacturing quality, and development of operational organization.Manufacturing Volume Ramp –• Led Manufacturing organization through single year volume growth of 5x YOY • Transitioned Manufacturing from low end sub-assy to high level module assy and test• Increased production output by 100% within the same square footage• Introduced new robot product family by target date, achieved ramp to volume metricsMaterial Management –• Cycle Count program that drove dollar and location accuracy from 65% to over 98%• Managed offsite warehousing and partner relationship Drive Efficiency–• On Time Delivery improved from 73% to 99% YOY• Assembly cycle time reduced 46% (measured in units/mhr)• Factory layout optimized to provide 35% additional capacity in same floor space.Build Team – • Created Process Engineering group to develop and implement standard work program• Implemented 5S and LEAN programs; inclusive of training, kaizen events and metrics

SYMMONSRecruited to reduce NPI cycle times, establish high quality off-shore supply chain, improve manufacturing capabilities, and drive on-time delivery. Improve Profitability –• Inventory Mngmnt: increased turns 30%, reduced WIP by 38%• Developed Supplier Agreements: reduced raw inventor and liability• Cost Reductions: established focused cross-functional team, reduced product cost 17% • Product Transition: developed PLC rules to improve all aspects of product transitions.• Developed long-term corporate strategy as part of the Executive Leadership Team. Drive Efficiency –• Reduced product development cycle (14 to 7 months) via Stage Gate Process.• Global Supply Chain Optimization: improved quality, costs and reduced single sourcing.• Implemented Visual Factory: cell metrics (output, quality, order priority)Build Team – • Developed skills gap analysis and training programs that align with business needs.• Implemented Leaders of Tomorrow: high potential employees mentored by Executives• Implemented flexible workforce program: individuals trained to perform multiple functions

Lead Supply Chain and Manufacturing organizations through process optimization, cost reduction, and quality improvement. Implemented New Product Introduction group and rebuilt the Manufacturing Engineering group to drive speed, efficiency, cost reductions, and quality.Quality –• Lead Production Worthiness Initiative to improve system performance.• Implemented Supplier Certification Process (QLTC).• Created Systems Quality Team accountable for root cause and corrective actionCost Reduction –• Attained reductions via supplier negotiation, competitive quoting, and product design.• Developed supplier cost initiatives and incentives to secure reductions.• Consolidated Supply Chain by replacing ineffective suppliers (based on QLTC metrics).Execution –• Complete Shipment Metric: aligned Sales/Planning/Mfg/Logistics to meet demand.• Reduced inventory by 31% – increased turns by 36%.• Implemented On-Time-Delivery metric – improved 44% to 82% year-to-date.Growth –• Developed long-term growth strategies for Manufacturing and Supply Chain.• Consolidated Supply Chain – by 26%.• Increased capacity 37% via factory re-layout, process reductions, and flow optimization.

Senior Director, Operations (1993 – 2007)Increased responsibility to lead the integration, test, and shipment of the corporation’s core product for North America. This included global process responsibility for corporation’s three manufacturing facilities. Led 500+ person organization responsible for $2+billion in annual shipments with $100+million budget. Director, Operations Promoted to increase manufacturing capabilities to provide seamless transition of new products through EMC’s most competitive environment.Director, Process Engineering Led team of Process Engineers in the continued development of new processes to improve efficiency and reduce costs. Facility capacity was increased 43% via process optimization and complete factory re-layout. Six Sigma/LEAN practices allowed for efficiency improvements of 57% and reduction of WIP from $32 million to $5.7 million.Manager, Process Engineering Designed and executed plan to gain process efficiencies by relocating five US Manufacturing facilities into one newly constructed facility. Secured Senior Executive approval to construct $110 million, 700k sq ft facility. Consolidated 5 existing facilities into single facility in 12 months. Manager, Process Engineering Established Process Engineering organization to guide manufacturing through EMC’s most significant growth period. During this period, EMC doubled output quarter over quarter. Under my direction, US Manufacturing increased from one 72k square-foot facility to five facilities totaling 283k square feet.Senior Process Engineer Established process methodologies, documentation, measurements, and improvement systems for US Manufacturing.