Perrigo purchased Ranir and I was promoted to Senior Director of Global Engineering and Operations Strategy. Supply Chain Strategy, Global Operations Footprint Strategy, Executive Leadership, Change Management, Process Improvement

Ranir is a leading global manufacturer of private label consumer oral and personal care products, including power and manual toothbrushes, teeth whiteners, dental floss and flossers, interdental devices, travel accessories and more. Founded in 1979, Grand Rapids, Michigan-based Ranir serves retail customers globally. Its products, including some of the worlds'​ largest oral care brands, can be found at major retailers in more than 40 countries. The technology and development-focused company also owns, manufactures and markets the Rembrandt®, Plackers® and Snore Guard® brands and proudly employs more than 800 associates worldwide.

Directed global platforms across the globe that drove growth and created a competitive advantage in the private label CPG Oral healthcare space. Our team created products and manufacturing methods that helped us to drive double digit EBITDA growth four years in a row helping to secure our deal with Perrigo.

Responsible for leading the launch teams in developing processes for injection molds and assembly tooling. Also drive continuous improvement by developing and implementing automation in operations.

Director of Molding Operations - Responsible for leading the molding operations for Lacks Trim Systems. The molding operations consist of four plants, three in Grand Rapids, MI and one in Fountain Inn, SC. I am also responsible for driving the implementation of the development of the molding technical and leadership teams, along with creating a vision and strategy to automate and drive continuous improvement. Drive plant layouts and product flow to maximize efficiencies in assembly operations and molding.

Responsible for 7 plant operations consisting of the manufacturing of components for the aerospace, military, transportation, prototyping and automotive market segments. Leader and driver of facilitated process improvement, operations and corp. key metrics, corp. scorecards and operations reviews to meet business plans for over 500 million dollars in sales.• Responsible for P & L and business plans for each plant. • Implemented corp. facilitated process improvement with every team member being apart of a team.• Safety incident rate improved 33% from 2009 to 2010.• Quality improved from 2200 ppm in 2009 to 260 ppm in 2010.• Net dollar per hour improved by 20% from 2009 to 2010 • Reduced material cost by 4% from 2009 to 2010• Created a gain sharing program based on a combination of corp. and operational metrics.• Partnered with MSU to create executive and management classes• Utilized MSU graduate students to create a Kaplan & Norton strategy map and scorecard system to create strategic alignment within the company.• Responsible for utilizing sales forecasts to ensure appropriate staffing and facility requirements meet business plans.• Key role in strategic planning and risk analysis

Responsible for plant operations of an injection molder and assembler, including direct production and indirect overhead positions. Ensure profitability through continuous improvement and capital/financial goals.• Responsible for capital planning and operational expense budgeting.• Responsible for layout and finishing of plant expansion • Through capital improvements, effective visual scheduling methods, and hometooling; identified efficiency and processing improvements which resulted in a 25% reduction in work staff and 30% reduction in indirect, shop floor support.• Lowered company break even point by 30%• Created a performance based evaluation system for direct and indirect employees• Reduced temporary work force from 65% to 5%• Implemented data collection of scrap and downtime to drive improvement processes • Implemented a predictive maintenance program reducing downtime and quality issues

Responsible for plant operations of an injection molder and assembler, including 70 direct production overhead positions, 24 indirect overhead positions and the engineering department; supporting a three shift operation. • Increased productivity of plant by 10% in one year• Trained and implemented 5-S principles • Provided leadership in efforts to achieve world class manufacturing practices and a continuous improvement culture• Provided leadership to managers for strategy, implementation and key measure alignment• Reduced turnover in technical positions through team building, ground floor continuous improvement initiatives and employee empowerment

Responsible for quality, manufacturing and process engineers; process technicians, mold changers, maintenance and tooling (45 people) in a molding facility that produces over 800K parts a week, has 26 customers, 33 machines, 264 tools, over 1000 part numbers, and 4 paint booths.• Led continuous improvement activity in paint operations resulting in a 50% floor space reduction, shortened lead time (1 week to 4 hours) and 100% improvement in throughput• In charge of capital planning, launch budgeting and forecasting• Core member for Toyota Production System implementation team• Lead quick-change-over events (SMED)• Assisted our team in reducing mold change times by 23% in six months

Responsible for the design, efficiency, safety and environmental aspects of the Thermobond manufacturing process for GM truck headliners.• Created a benchmark assembly line for visual factory and material flow on overhead system assembly lines• Designed control plans, PFMEA’s, and process flows to meet ISO standards• Helped to create headliner Tooling Standards• Worked successfully with GM Car and Truck to troubleshoot, implement and validate solutions for product improvement and cost reduction• Worked with the continuous improvement teams and participated in Kaizen, Value Analysis, Value Engineering events, and Six Sigma Projects• Project managed, designed and launched new assembly equipment• Created an evaluation form for robot programmers• Mentored a M.E. tech and robot programmer in the M.E. role