Directly responsible for all of the post sales operations (Project Management, Installation, Production, Procurement and shipping/receiving. Critical member of the new ERP system implementation team. Responsible for developing processes, continuous improvement and Departmental KPI’s. Changes have resulted in substantial gains in cost of goods sold, reduced inventory levels, purchase price due to better sourcing, and thus increased gross margins. Also, enhanced process flow has improved internal and external communication with better data driven decisions.

Promoted from Procurement Supervise of the standard parts group of buyers responsible for 75% of the purchased part items for this compressor and pump OEM company. In addition, directly responsible for the purchase of control panels and assembled junction boxes. Now responsible for receiving/stockroom activities and personnel. Maintain Department KPI’s, cycle count program and daily huddles.• Develop new stockroom layout to improve flow and eliminate waste.• Implementing bar code labeling and process for improved cycle time and accuracy.• Established a new Buy to Stock process to right size inventory levels in order to reduce inventory while maintaining spare parts support.• Completed off site Lean Six Sigma Green Belt training and on site lean six sigma training for managers.

Recruited by this privately owned (mainly medical assembly) company to develop new business. Manage key aerospace customer programs (Eaton and Lockheed) from sales to shipment. Work closely with the customer to meet changing needs.Successfully delivered expedited products to meet customer shortage requirements.Responsiveness to customer demands resulted in over $5 million dollars of new Lockheed direct orders as well as opportunities with other aerospace programs and customers.Delivered quality products which resulted in the elimination of customer source inspection requirements.

Recruited back to this OEM (original equipment manufacturer) company which manufactures two piece can equipment. Successfully lead the operations implementation of the new ERP system (IFS). Promoted to manager of Production Control and Quality for the assembly of million dollar pieces of equipment, retrofits and spare parts. Worked closely with all facets of the organization (Sales, Engineering, Assembly, and Accounting) to make sure processes were streamlined and functional. Met the implementation deadline which was behind schedule upon arrival.Continued to improve process so that all projects were released 100% on time, engineering changes were captured and implemented, and projects were delivered 90% on time.

Recruited by an Alcoa associate to this publicly traded company. Managed the printed circuit board assembly area (40+ associates) to satisfy internal instrument line customer demands for the assembly of water quality test devices. Worked with cell associates and process engineers to maintain safety programs, cell communication boards and the implementation of standard work, heijunka scheduling and 5S for cell organization to improve quality and productivity. Promoted to Area Manager of instrument line assembly to manage a new customer product.Lead team kaizen events which improved quality and productivity by 25%.Selected as a team leader for a company wide kaizen initiative led by a Japanese consultant. In one weeks time, developed a new process for the automated circuit board machine which increased productivity by 40% to meet increasing customer demands and improve quality. Also implemented an automated screen at the manual circuit board assembly line which increased productivity by 25% and improved quality from 80% to 90%.

Successfully and safely managed the assembly and customer buy-off of million dollar pieces of equipment, retrofits and spare parts for a diverse Original Equipment Manufacturer. Lead the assembly team implementation for the use of visual method sheets to standardize workflow, increase quality and reduce cost. Created material resources plans for equipment and retrofits to meet customer request dates. Restructured Bill of Materials that improved part flow to help supply chain management and assembly workflow which resulted in 98% on time delivery.1997; 2001 Managed the quality department effectively and efficiently to provide excellent vendor and in-house support, processed customer returns, maintained gage calibration, and sustained cell measurement reports. Team leader for the company's successful implementation of a kanban system that reduced inventory by 45%, reduced cost of goods sold, and increased spare parts fill rate by 34%.

Key member on diverse teams for process certification and quality improvement. Continuous Improvement Department member engaged in additional company objectives such as kaizen and ISO 9000 certification.Planned and implemented a new automated S.P.C. system. Developed and supported an S.P.C. program which met and exceeded customer/government specifications. Enhanced and strengthened data collection, data analysis, and utilization for this top aerospace fastener company.