I was responsible for all production, and facility management, including safety, process optimization, preventative maintenance, subcontracting, indirect purchasing, personnel management (hiring, coaching, progressive discipline, payroll), logistics, quality, and expense management. Key accomplishments:* Created a unified team within the facility that was safety and customer service-focused.* Began the process of department meetings between sales (inside and outside) and production. The goal was to learn each other's pain points so that they could work together to improve the customer experience and grow sales.* Created the first-ever reusable pallet for material processing and storage. This led to annual savings of $96,000.00* Realign the production shift to better serve our customer ordering pattern. This led to a $94,000 annually.* Led an A3 project that resulted in a 17% increase in output in our sheet metal processing area.

After a few years of leading operations at Hygiena, LLC, I now serve as an SME for Qualicon business and oversee multiple warehouses alongside the Autoclave Department. Throughout my tenure, I have implemented multiple improvements to the overall operations. An example is when I introduced the use of a three-bin Kanban system for shipping boxes to reduce the available inventory. I have also been instrumental in establishing a PM Program that contracted downtime and continually ensures more accurate budget estimates for repairs, reduces inventory variability and refines the inventory movement transactions. One of my key contributions to the organization has been troubleshooting units (including products valued between $25K and $1.2M) in collaboration with the Qualicon solutions team to prevent losses when alarms rang. Additionally, I have provided insights to the shipping team to expedite the shipping process, and increasing the on-time shipping rate to over 98%, while shipping 435 items in record-time of a single day. Moreover, I improved the efficiency of the cold chain process and the proper storage of goods for the receiving team. Role Highlights  Improved daily yields up to 40% yearly even during machine maintenance periods. Cleared all three final inventory audits by E&Y for the first time in two years.

I joined Hygiena as an Operations Director to provide leadership to a gamut of operations in manufacturing facilities. For the most part, I was involved in managing multiple on-going projects for relocation to HQ in California by the end of 2018. As a part of relocation efforts, I built a new team and re-negotiated the cost of new equipment to be installed in CA for the construction projects, just to name a few results.Role Highlights: Passed the ISO 9001:2015 certification audit. Improved yield by 50% by implementing a PM program. Organized multiple Kaizen events and improved the daily output by 300% in 60 days for the highest volume testing kit (325 to 1,000 per day).

At Ryerson, I improved efficiencies by effectively transforming an underperforming team. Eventually, I led the plant to become the most improvised facility by enhancing safety audits and maintained a consistent score of 92% on internal corporate quality audits. Moreover, I coordinated the development of a marketing tool.Role Highlights: Decreased write-offs by 67% versus the previous year by implementing cycle counts of all raw materials. Reduced inventory loss by 67% from the prior year and beat accrual by 50% by altering man-power schedules. Reduced the lead-time on short-run orders from five days to up to 48 hours and increased sales at the plant by 15%.

Within my short stint with Waste Management, I led the company ahead of three suppliers in a competitive space by focusing on product and service quality. I also contributed to transforming the company into a preferred vendor while aligning the quality of paper in line with all Export standards.

At Eastern Catalytic, I saw several aspects of operations including key performance measurements, quality, cost analysis, and team training for the exhaust products manufacturing facility in Langhorne, PA. I spearheaded several improvement initiatives including: - The creation of areas with pre-counted goods that were sealed to begin a ‘first-in, first-out’ inventory flow,- The development of a framework for TS16949: ISO 2009 Automotive Quality Standard, and - Implementation of control charts for inspections and conducive to a “1st Pass” quality.As a part of my role, I worked with the CFO to replace MRP (ACCESS) programming to stop the negatives, while instituting serval measures leading to accurate job costing and the establishment of new welding and bending targets for each product manufactured. I also worked with the Finished Goods team at the warehouse to decrease the pick time by 25%, bringing existing negatives to zero, and reducing errors during the annual inventory count.Role highlights Transformed vendor-shipping crate into a mobile shipping cart that weighed less by about 33% than the original design and could hold almost 200 lbs. of shipping freight. Reduced the time to cut a hole by 90% and improved the yield of first-pass weld quality by 50% which continues to increase.

The role of Director of Manufacturing/Operations allowed me to lead cross-matrix teams from R&D and sales to production and quality assurance. I led multiple aspects of operations including manufacturing operations in Gardiner (NY), Stone Ridge (NY), and Warminster (PA), and those of thermal/freeze-drying and aseptic business. One of my important contributions was maintaining YOY sales at $9M and 1st Pass quality of at least 90% while integrating plant operations from New York to the Pennsylvania facility. I also oversaw the UK operation during 2008. Role highlights Executed purchasing best practices and reduced vendor base by 50% and costs by 25%. Reduced inbound and outbound LTL costs by 50% and employed a co-operative 3PL. Effectuated continuous improvement programs focused on materials and processes. Improved shop efficiency by 30% using 5S. Reduced the plant space from 19,000 sq. ft. to 10,500 sq. ft. by implementing a one-piece flow

I managed the improvement and updating projects for all feeder (machining/sheet metal/welding) departments to new technology and 1-piece flow. I provided leadership and guidance to product planning, procurement, manufacturing, quality control, and sustaining engineering, alongside facilities maintenance. I was engaged in multiple activities from closing sales and creating adaptable teams to implementing lean initiatives aimed at streamlining operations. Additionally, I enabled multiple HR-related activities including implementation of HRIS management, employee self-help modules, and reward and recognition programs while providing leadership to a team of 70 employees with 15 direct reports across Gardiner and Stone Ridge in New York.Role highlight Increased employee productivity and doubled revenue from $9M to $18M. Slashed the cost of raw material for use in prototypes resulting in annual saving $50K.  Led on-time deliveries to 90% against 15%.  Implemented new production measures on the shop floor. Reduced labor variances from -35% to -3%.

Zumtobel hired me to spearhead the Manufacturing Department including product planning and procurement, manufacturing, and sustaining engineering. I played a key role in reversing productivity loss and sustaining 15% annual savings in the cost of power by optimizing the power supply structure for the facility and installing a complete auxiliary power system capable of running the plant at full capacity by working with a state grant. Role highlights Generated $100K in annual savings by designing a process that powder-painted perforated steel fluorescent light diffusers without plugging up the perforations. Revived relations with the Union Business Managers to resolve attendance and productivity issues, consequently improved sales by 15%.