Contracted as Interim Plant Manager and matriculated to "Full Time" based on demonstrated achievements in Sales (32% improvement across three months), Culture (leading US site based on eNPS), Safety Culture (Qualitative risk reduction scores) and Productivity (implemented Lean Daily Management and Kaizen Improvement Process).

Led Cultural and Performance transformation of the Mocksville, NC facility and facilitate expansion into additional product lines. Identified necessary manager/staff positions, recruited, and onboarded 19 resources to ensure critical business functions managed and to enable growth. Facilitated technology/process transfer from Midwest-located plant. Achieved breakthrough performance in EHS (TRIR 11.36 – 0.52), Quality (PPM 76,000 to 3,200) and Productivity (Exceeded daily output records by 17%) while onboarding 120+ associates (> 40%).

Created and led Continuous Improvement organization in a multi-division, legacy textile industry organization. Developed standardized, long-term strategy among multiple manufacturing sites in Asia, Europe, North and South America. Created and managed project execution plan which returned greater than $14.648 million in EBITDA savings impact to the company. Developed standardized training curriculum with a focus on Kaizen, Problem Solving, Daily Management and “Team-based” improvement methodologies. Led Safety Components manufacturing site turnaround as Plant Manager resulting in record sales volume ($9.5 million/month), 28% improvement in Lead Time and 44% improvement in OTIF through focus on team-based improvement on demand planning, quality and production efficiency.

Recognized entrepreneurial opportunity to drive transformation efforts in global manufacturing organizations by focusing on team development, leadership development/restructuring, CAPEX project management, process improvement and Lean system creation. Developed and provided training to team members at all organizational levels in the methods and processes for installing a culture-based World Class Manufacturing environment focusing on tactical execution, strategy development/deployment, and change management to enable sustainment of realized gains.

Led 130 salaried and hourly Associates in the manufacturing and delivery of Serta-branded mattresses and box-springs in the bedding industry. Responsible for site level P&L, DOT reporting/tracking, as well as, driving improvement in company-based production related metrics.> Initiated culture change through application of Servant Leadership techniques and behaviors. Coached direct and indirect reports in utilizing the same techniques to improve plant-employee alignment towards the goal of continuous improvement. > Re-initiated foundational Lean management processes to include 6S, Management Gemba Walks, Visual Performance Control boards, and Hour-by-Hour Production tracking.> Focused on process improvement in Safety, Quality, Delivery, and Cost (SQDC) control environment.o Improved Recordable Injury rate to achieve a 33% improvement in year-over-year performance through implementation of 5S program in order to eliminate risks of slips/trips/falls (identified as number one cause for recordable injuries in the previous year). o Initiated feedback loop to improve communications structure of quality defects and drove performance through focus on pareto results of Quality audits. o Maintained delivery (OTIF) performance above 98% while expanding driver coverage to other network plants and improving DOT Driver Qualification Compliance to first position in the network (from 15th).o Improved performance on key Productivity metric of HPP (Hours per Piece) by 19% - improving plant positioning from 13th (out of 15) to 6th. > Successfully facilitated Union relationship and negotiated new contract which enabled greater clarification of Labor Relations.

Recruited to lead OPEX activities for the company’s manufacturing facility to include creation of company Lean Manufacturing practices; and people development in each of the same.> Installed WCOM (World Class Operations Management) lean manufacturing methodologies and infrastructure as a team-based means of developing and utilizing current headcount/resources to identify and execute on “Loss” elimination opportunities. Delivered initiative People development, encompassing both Technical (what to do) and Leadership (how to do), to all levels at the facility.> Led waste reduction initiative exceeding budgeted goal of $1,175,000 by $1,336,169 (214% of goal). > Expanded departmental/area teams to all manufacturing departments in the facility. Enhanced visual management and KPI connection to each team through Policy Deployment with the following results:o 18% Reduction in OSHA Recordable injuries YOY from 28 to 23.o 9.7% Improvement in Critical Defect Rate YOY.o 3% OEE improvement in Primary manufacturing.o 8% Productivity improvement in Secondary (finished) manufacturing.> Coached marketing leadership at newly acquired subsidiary through the design and administration of a KPI system focused on marketing, sales and advertising efforts.Seconded to lead Primary Processing and TPP manufacturing operations and facility-wide training department through acquisition and transformation to ITG Brands, LLC with the following results:> Reduced departmental overtime expense through facilitation of Associate-led improvement process based on PDCA cycle.> Improved departmental Key Performance Indicator (KPI) system and installed a complementary Performance Control System to enable the following results: o 50% Reduction in OSHA Recordable injuries YOYo 7.8% reduction in process waste YOY > Trained 450+ operators in newly assigned job tasks within 3 months in order to prepare for ~50% HC reduction following acquisition.

Led the Greensboro facility’s Production and Maintenance/Engineering functions in order to provide “on-time” customer delivery of the highest quality while reducing costs and focusing on FDA GMP implementation. Implement culture change in order to meet the demands of current business environment with relation to both international and domestic customer base.Key Contributions:> Increased plant throughput per hour by 16% in order to reduce plant overtime by 13 percentage points (from 20% to 7%). > Re-energized focus on plant EHS programs in order to immediately reduce Recordable Injury incidents from six in H1 2012, to Zero from July 2012 to January 2014.> Decreased process waste from 3.65% to 2.82% through focus on order change process, operator standard work, and rod design improvements.> Re-structured production staff leadership to provide appropriate levels of management and improvement focus (through the segmentation of related flowpaths). Coached and developed direct reports to assist in the transition from “Shift Manager” to “Area Manager” roles.> Implemented $10.6 Million capital expenditure project impacting 40% of the facility’s production/sales within the scope of budget and timeline.> Introduced Kaizen methodology and developed Quality, Production, and Staff resources in the facilitation of the Lean tool.

Led the Danville facility team to optimize plant operations to deliver quality products to Tier-1 automotive customers in a Just-in-Time environment, while assuring compliance with all EHS policies and procedures. Responsible for overall site planning and management to ensure reporting and compliance for an overall expense budget of $7.5MM annually and annual sales greater than $60MM.> Increased plant volume from 26MM pounds annually to 49MM pounds while maintaining overall personnel headcount – beating previous pounds/head record by 27% and reducing cost/pound by 21% against forecast.> Maintained EHS performance at “0” Recordable Injuries and “0” Lost Work Days through active management of facility Environmental Health and Safety systems and focus on improvement activities. Set new plant record (ongoing) for key “Days since Last Recordable Injury” metric.> Developed Sales and Operations Planning system combining information from commercial account management and supply chain personnel to provide more accurate forecasting and production planning information for internal and external Alcoa personnel, enabling the reduction of finished goods inventory levels by greater than $723,000 while maintaining 100% customer delivery performance.> Implemented a method for identifying and reducing the occurrence and impact of quality non-conformances, reducing total unplanned scrap rates from 2.60% to 1.75% through multiple “Voice of the Customer” kaizens in upstream cold rolling processes.> Reduced unplanned downtime on key process equipment due to unplanned maintenance by 75% in multi-faceted approach to reduce the number of plantwide electrical faults.> Delivered $953,670 annually in documented cost savings results combining reductions in working capital, productivity and process recovery improvements.

Coordinate and implement ABS principles across the department’s flowpaths. Focus on Tactical projects in the areas of safety, recovery improvement, training and production. Responsible for coordinating efforts on process improvements, including capital projects, and support/leadership of problem solving efforts related to process and machine improvements.> Proposed and implemented a process solution which eliminated multiple width saw operations in the Aerospace flowpath, reducing product cost/pound by 11%. > Developed and implemented a Rolling scrap standard in order to increase product recovery by 8%.> Developed and executed TPM system for autonomous maintenance at 3 cold rolling production centers.> Led multiple kaizens focused on flowtime/inventory reduction and reduced batch sizes for common rectangle and new product development products in the Aerospace market segment, reducing inventory costs by greater than $175,000.

Assigned to MRO (Maintenance Repair & Operations) Spend Reduction Team in support of Alcoa, Inc. $2 Billion Cash Sustainability Program target (MRO reduction targets of $267 Million in 2009 and $397 Million in 2010). Analyzed spending trends/levels and conducted targeted reduction workshops across North American locations. Analyzed spending trends/levels and supported targeted reduction workshops at locations in North America, Europe, and Asia. Train/coach SPA’s in implementation of spend reduction tools at their location.> Facilitated/Coached the identification of 914+ spend reduction opportunities, quantified in Degrees of Implementation system, totaling $11+ million among the above locations (two-year business goals achieved in one year).> Analyzed spending trends/levels and conducted targeted reduction workshops at multiple global locations.> Developed focused storeroom inventory reduction model and conducted targeted workshops with Auburn, Lebanon, Cleveland and Lafayette locations leading to direct spend and working capital reduction of greater than $3.5MM> Assist SER (Indirect Services) SRT in development of ongoing presentation of metrics appropriate for assessing current condition and driving continued reduction in spending to exceed 2010 program targets

Educated and coached classroom participants in ABS manufacturing tools and concepts. Prep/plan/conduct CoE training sessions for all Lean Manufacturing tools classes at Davenport Works as well as “on-location” sessions at selected facilities. Responsible for implementing same ABS concepts and improvements in manufacturing floor and staff environments.> Developed 400+ ABS (Lean) Champions through specialized concepts training/coaching in support of multiple sites’ improvement deliverables> Developed an improved program surrounding session participant homework and tracking metrics utilizing NA ABS CoE Sharepoint resources and tying closely to location business case development needs> Developed and implemented framework for creation of Satellite CoE’s at NARP and AFE locations enabling reduction of participant travel expenses and an increased focus on individual site needs> Developed a standardized logistics/prep package for planning and conducting Levels 1, 2 and Special Topics-TPM home sessions and “road shows” reducing time required from 40 hours to 2.

Consult, educate and facilitate in areas of Quality Engineering throughout Production Quality Control, Product Development, Research Technology, and Manufacturing departments. Utilize statistical process control knowledge and expertise for quality improvement and maintenance of quality. Employ DOE to document, study and correct manufacturing quality problems.> Redefined PQC departmental procedures for brand change/startup responsibilities. Process improvements led to Process Capability increase from .70 (≈35,126 Defects per Million) to 1.20 (≈390 DPM) with accompanying productivity increase.> Developed control plans for company-wide cigarette product characteristics to better align brand design and specifications with consumer and regulatory requirements. Validated same to ensure reduction and control of non-conforming products. > Developed and conducted Statistical Process Control training for manufacturing supervisors and hourly associates in order to increase understanding of SPC concepts and facilitate target-centered manufacturing.> Decreased out-of-specification products at Hauni dryer process startup by 90% (≈4,000 pounds daily to 400 pounds)> Identified proper stem removal machine settings/manufacturing practices resulting in increase in quality levels during assembly and $1.4 million annual cost avoidance.> Identified proper equipment settings, procedures, and primary adhesive sources for use throughout packaging process. Recommendations resulted in 64% decrease in amount of packaging defects, elimination of customer complaints and “charge-backs”, and efficiency gains in distribution network.> Developed quality training curriculum for use throughout manufacturing facility. Program focuses on SPC foundations and uses, lean concepts, visual workplace techniques, SMED, workflow designs/layouts, and JIT distribution, as well as, industry-specific needs/requirements/testing.