•Leading a team of four engineers responsible for developing manufacturing standards that include: Manufacturing Bill of Process, non-destructive weld quality methods, Gauging Bill of Process, and optimized tooling solutions across the global stator and rotor enterprise (US, Mexico, England, China, Turkey)•Drive process improvements while maintaining aggressive production schedules for Maverick and F150 programs; example is insulation tooling upgrades saving $2.76/stator and increase of nearly two hours of productive time per day at this operation•Applying 100% 2D/3D vision inspection systems to weld operations as the primary gauge of record and minimizing the need for destructive lab testing•Working collaboratively with product development team to define a strategy and implementation of alternate insulating paper, both 400V and 800V designs, with global replication•Leading with peers the launch of 4-crew operations and tripling production volumes by 3Q2023•Launched first of its kind robotic, in-line, 100% gauging of critical bearing bores (patent pending); replication underway globally•Supported the development and optimization of CO2-based machining process for dowel hole feature in a BEV transmission; bimetal cutting, and redeployed CNC assets•Worked with a local supplier to develop application specific coatings for rotor mold tooling to deliver 50x improvement in life•Retooled multiple Zeiss CMMs to apply Renishaw (REVO) inspection technology inclusive of surface finish

•Led a veteran team of nine engineers to drive standards and mentor process engineers across global powertrain manufacturing operations for engines, transmissions and drivelines, focused on robust tooling solutions and gauging systems•Replaced a department of 50+ personnel following significant organizational change•Launched toolroom and setup facilities in seven plants for eight program Job 1’s•Created training modules, provided both in-person and remote instruction for tooling and gauging principles, along with detailed review of program specific deliverables by milestone; examples include design fundamentals, application of the latest technologies, print reviews, GD&T principles, stackups, and plant installation/launch•Worked with global engineering teams to replicate tooling applications and minimize the number of cutting tools in the Ford system•Delivered program tooling cost/unit for V8 Godzilla engine launch in Windsor Engine Plant•Wrote Scope of Work for EWIE and improved technical support of new programs tool development and engineering•Streamlined Global Early Sourcing Work Plan for tooling and gauging supply base•Co-led efforts to migrate tooling and gauging SharePoint sites to cloud based systems for greater efficiency and global transparency•Dedicated resource to Explorer modification center for extended duty; redistributed workload among the team and delivering all program content•Implemented surface finish measurement technology on CMMs, providing flexibility, quality, cycle time and labor improvements as well as cost savings•Supported PPE projects at 3M in South Dakota (mask production facility) and internally produced valve machining and assembly (ventilator; Rawsonville facility)•Redeployed/retooled multiple global assets for gauge labs & toolrooms, saving $4M+•Drove Industrial Engineering analysis for production labor inclusive of production operations, tool change, gauging and preventive maintenance; validated labor levels per module

•Led a team of 12 engineers responsible for delivering two modules of 8-speed and four modules of 10-speed transmission gears; $300M in capital investment•Redeployed broach assets from across the enterprise at a significant cost savings for ring gear machining•Worked with two local suppliers to redesign and build automation in green ring gear and carrier weld lines to properly manage complexity at an investment of $10M+; coordinated all facilities work with millwright and electrical trades leads to minimize production disruption•Launched 8-speed gear line (Module 2) in support of new transmission applications at near zero PPM and meeting all targets for quality, cost and productivity•Launched 10-speed gear line (Module 4) within 45-day rate of climb target, working collaboratively with production engineering to resolve quality concerns internally•Created basket standards for 8- and 10-speed gears; replicated with HF and BEV gears; successfully designed transparency across three different automation suppliers•Supported 10R140 launches in Sharonville Transmission Plant, insuring lessons learned replication and improved launch efficiency•Provided a cross-functional opportunity in Supplier Quality for a recent college graduate as a means of skills development and career exploration

•Lead a team of twenty engineers responsible for delivering manufacturing systems designed to produce new model and current product expansion volumes of crankshafts, connecting rods and camshafts. Lead installation and launch efforts in North American, South American, and Asia Pacific regions.•Implemented common manufacturing processes and replicated them globally.•Drove development of common design practices to be applied to all future model components, enabling increased flexibility of new production systems and near zero loss changeover.•Integrated engineers from Ford’s global operations into the team and trained them in the latest common manufacturing processes. •Championed skills development within the team and actively supported curriculum development for entire Powertrain group.•Actively recruited new college graduates and summer interns to insure a steady infusion of new talent and ideas.•Managed global program budgets that in aggregate exceeded $200M.•Drove production implementation of new technologies that improved productivity and reduced costs with no effect to quality.•Lead issue resolution with existing production operations, providing technical resources on site as required.•Built solid professional relationships with external suppliers and internal Ford customers globally.

•Led a multi-disciplined team of seven people, responsible for delivering cost saving opportunities without negatively impacting customer satisfaction, quality, durability, and performance.•Led multiple collaborative efforts with powertrain suppliers to measure manufacturing efficiencies.•Applied “Learning to See” methodologies and lean manufacturing principles to assess takt time, equipment effectiveness, inventory levels, material flow, resource allocation and information flow.•Worked with purchasing and cost estimating to realize savings in support of group objective.•Evaluated additional efficiencies through part sequencing, bailment, modularity and complexity.•Communicated status to objectives to senior leadership in support of overall corporate objectives.

•Led a multi-disciplined team responsible for current model production of 4.0L engine systems.•Worked with co-located product support group in Köln, Germany to resolve quality issues related to production processes as well as evaluate product improvements.•Conducted business case studies to determine feasibility of product and process changes.•Coordinated Six Sigma deployment including scoping, assignment, and the role of Project Champion.•Organized and led department quality reviews.•Took leadership role in supporting service engineering and remanufacturing engineering with technical information, problem diagnosis and resolution.

•On-site Product Development lead engineer and liaison to Dearborn staff responsible for ensuring all product deliverables for quality and durability were met.•Led the creation and implementation of all product related quality operating system procedures.•Met or exceeded all quality metrics, including Repairs, Things Gone Wrong, and Customer Satisfaction.•Resolved all concerns specific to product design for the engine assembly and its components.•Led communication between Cleveland Engine Plant #1 and Product Engineering including all quality, cost, design, and process improvements.•Led three Six Sigma Kaizen Projects that led to annual cost savings of $465K.•Coordinated work with Plant Quality and Material Planning staffs to ensure disciplined design change without production interruption or waste.•Updated engine build and service documentation as required, and communicated effectively to the Customer Service Division.•Authored multiple plant procedures for part recertification and trained hourly personnel.•Member of the Operating Committee at Cleveland Engine Plant #1 responsible for communicating product engineering status, supporting plant initiatives and contributing to personnel reviews.

•Led product changes for all current and past model 4.6L engine systems for the Town Car/Grand Marquis platforms. Focused assignments at Romeo Engine Plant with customers at Wixom and St. Thomas Assembly Plants.•Black Belt Certified January 2002; Certified Green Belt Instructor.•Supported bi-weekly vehicle quality meetings with progress to schedule for resolving top issues.•Structured reverse mentoring Six Sigma sessions with engine systems management.•Led water pump problem resolution team and applied 90-day resolution process.•Volunteered as Powertrain representative for supplier quality deep-dive audits for customer critical components, 2Q, 2000.

-Managed $20M budget for machining and processing equipment for Connersville, Indiana plant.-Specified and purchased equipment to produce parts at a nine-second cycle time and 1.2 million pieces annually; achieved quality, cost, and timing objectives; applied lean manufacturing principles.-Wrote design and process FMEAs, process FMA, and Control Plans.-Led supplier development effort for a control valve saving $4M annually.-Organized sample builds, testing and competitive benchmarking.-Ford Customer Driven Quality Award recipient.

-Specified and delivered multiple assembly and test systems and managed project budgets.-Worked with advanced engineering group to produce a breakthrough condensing unit; one patent granted.-Published technical papers.-Specified and delivered metrology and metallurgical laboratories.-Supervised hourly inspection team.