o Responsible for leading continuous improvement projects to improve productivity, efficiency, and quality of operations at a new facility in Ohio and a legacy site in Maine.o Successfully led cross-functional teams in the completion of five capex projects with budgets totaling $7.9M. These projects resulted in a 34% increase in capacity and annual cost savings of more than $787K annually.o Managed the launch of a new Third Party Logistics program which increased throughput of deliveries by 10%, reduced storage costs by $310K annually, and reduced projected transportation costs by $2.1M.o Led the development of a Co-op program in collaboration with the University of Cincinnati.o Managed and mentored a team of continuous improvement co-ops which lead to the successful completion of 12 operations critical projects.o Introduced team communication & collaboration solution which reduced response time to customer quality concerns by 51%, improved data collection and tracking, and increased revenue from service orders by 12%.o Implemented project tracking and reporting tools, improving communication and transparency across teamso Developed and executed a procedure for year-end inventory activity across two facilities with inventory of $8M resulting in a year over year reduction in losses of 54%.o Designed and executed a reorganized layout of assembly cells to incorporate single piece flow principles, streamline material flow, and improve output.o Led value stream mapping and process documentation activities resulting in a comprehensive material planning value stream and elimination of 7.3 manhours/week from team workflows.o Developed and deployed Overall Equipment Efficiency goals and tracker across two plants.o Created standardized work instructions to support launch of two new products in a two-month time period.

o Responsible for leading continuous improvement of manufacturing processes and quality investigations to ensure regulatory compliance of synchronous AC generators for civil and military aircraft.o Supervised a department of 19 operators with four primary lines and varied legacy spare parts orders.o Improved First Time Yield (FTY) on primary lines by an average of 13% to achieve 90% FTY target.o Implemented automated coil winding process to reduce cycle time by 85% for $118,000 cost savings.o Developed a Non-Conformance (NC) dashboard and reduced aged NCs by 56% in the first two months. o Lead a Process Failure Mode and Effects Analysis (PFMEA) event and reduced paint defects by 75% through tooling and controls improvements. o Performed PFMEA and Root Cause & Corrective Action activities which led to losses reductions of 30%.o Successfully managed labor vouchering system migration project without delaying business operations.

o Responsible for investigating NVH issues and supporting the development of countermeasures to ensure a high quality NVH experience for the customer.o Coordinate support with UAW technicians, mechanics, and facilities to conduct transfer path analyses, modal testing, dyno and real world testing.o Developed and conducted a testing plan for tuning an NVH countermeasure required to reduce axle whine noise by 18 dB. Recommended countermeasure to management which exceeded target level and was accepted for production.

o Performed 110 deployments with 6 types of airbags (AB) to evaluate new parts for 3 Lexus and Toyota vehicle models to ensure customer safety and interior part quality.o Reduced the number of man-hours spent creating technical summaries for AB evaluations by creating more automated features inside the report templates.o Instructed co-ops on AB evaluation procedures to ensure safety when supporting evaluation activity

o Developed a system to automate the creation of the Powertrain Tooling groups critical planning and output documents. This system will reduce man-hours spent on documenting project specific work and will reduce errors in technical drawings.o Planned and successfully conducted a trial on a crankshaft machining line using an alloy that was easier to machine with lower titanium content. This has increased tool life, reduced tool cost/unit/.

o Responsible for conducting equipment investigations for the Final Assembly Planning group in order to determine what changes need to be made to final assembly processes and equipment to facilitate both major and minor model changes.o Designed a modular overhead conveyance system to safely control three different models with two different chassis types at the Toyota Motor Manufacturing Texas facility. Completed a finite element analysis of this tool in order to confirm a high safety factor of 3.5.

o Responsible for furthering Digital Engineering Planning & Developments goal of improving and implementing new technologies to increase team member productivity and reduce cost. o Investigated the breakdown of cost for procuring part checking fixtures (CF) and implemented changes to CF cost database to improve cost tracking and realization of cost reduction measures. o Identified potential cost reduction/CF project of more than $100,000.o Coordinated project communications between multiple vendors and Toyota team members in Texas, Canada, and Japan to procure and modify a CF to be used as a portable training CF.o Reduced gauge procurement costs by approximately $15,000 and training session fees peer instructor by $600

o Responsible for coordinating TEMA and vendor resources to build a new manufacturing processeso Investigated critically failing ejection process in cells, developed countermeasure, supervised vendor implementation of countermeasure, reported findings, results, and suggestion for improvement to management.o Created weld schedules for new process, o Modified exhaust roof designs in AutoCAD