Owner

Owner/operator of store front retail, delivery, commercial/residential/industrial equipment, eCommerce and water education company. Water softeners, reverse osmosis systems, distilling equipment, private label bottled water, well water treatment and office pure water drinking equipment rental/sales.

Operations leader for production managers, process engineers and production planning.

Design and implement continuous improvement processes.

▪Lead 66-member department consisting of two interns, three tactical engineers, 6 team leaders, and 55 team members.▪Budget development, staff re-balancing (interviewing/managing out), cultural change management, payroll processing.▪Manage multiple capital equipment replacement projects via mechanical and industrial engineering team.▪Establish department and team metrics to support plant metrics.▪Develop and launch Kanban/supermarket system to streamline internal customer delivery.▪Co-chair 7-member, cross-functional Diversity Council, promoting a respectful culture of diversity and inclusion.▪Continuous improvement analysis, inventory control, and new product launch planning.

▪ Selected by senior leadership based on strategic and operational bandwidth to launch the company’s first new product in over a decade, projected to delivery 7K-10K vehicles by year-end. ▪ Lead the implementation of a new corporate continuous improvement system; manage goal attainment of 90-member organization consisting of 4 team leaders and 86 team members.▪ Built and lead 5-person “Hyper Care” cross-functional launch team of industrial/mechanical/quality engineers and continuous improvement specialists who boosted new product delivery 31.41% and quality roll throughput yield weekly average by 19%. ▪ Wrote equipment proposals and engaged maintenance department to deliver; trained staff on new equipment. ▪ Brought 30-day product warranty down from 7.2 in January to 5.2 in March, surpassing 7.0 goal. ▪ Schedule and facilitate OSHA required annual hazardous waste and cosmetic standard training.▪ Co-chair 7-member, cross-functional Diversity Council, promoting a respectful culture of diversity and inclusion.

▪ Promoted to turn around assembly operations based on successful turnaround of Paint Shop; transformed disengaged work force with low quality and productivity to top-performing, motivated, and cohesive team.▪ Mentored and oversaw 46-member organization and 4 team leaders in self-directed team environment.▪ Reduced overtime from 5.3% to 4.9%, surpasing 5% objective. ▪ Cut scrap from 2.81% to 2.43% and increased monthly vehicle crating delivery from 93.4% to 96.7% (90.01% goal).▪ Improved operations by mentoring front line leaders in Lean methodologies, leadership tactics, and problem solving.▪ Managed Lean Six Sigma Black Belt project teams saving $13,500 sustained 2 years annually and improved delivery to internal customer from 92% to 100%.▪ Improved quarterly Employee Gallup Engagement score from 2.5 to 3.06.

▪ Selected by senior management to lead turnaround of underperforming, in-the-red area to profit center; mentored 4 team leaders and 52-member team to high levels of performance and engagement.▪ Defined strategy and implemented training and operator rotation initiatives which reduced overtime more than 1,000+ man-hours per year and cut equipment downtime 100%.▪ Achieved 100% delivery within aggressive 60-day ramp schedule for external paint supplier project which provided overseas assemblers with internally fabricated and primer-coated shipments of 500+ units per week.▪ Managed lean Six Sigma green belt project team that saved a sustained $24K+ per year in scrap and internal rework.▪ Recognized for achieving the highest Gallup Employee Engagement survey scores for all Harley-Davidson manufacturing facilities; increased prior score from 2.39 to 3.71.▪ Boosted product availability to customer 50% by increasing ship-date availability 35% and improving accuracy 12%.▪ Reduced frame paint line overtime 11K+ hours per year; drove product availability from 76% to 95%.▪ Decreased union grievances from 3 to less than 0.5 per month by engaging teams and holding shop rule coaching sessions.▪ Slashed safety incident rate from 2.68 to 0.61 per month from Q1 to Q4, far exceeded 3.0 goal through safety summit messages, ergonomic job rotations, daily incident/best practice reviews, and weekly staff wellness checks.

▪ Key contributor to successful overseas production initiative which increased revenue and profit; sourced and procured assembly machines and error-proofing equipment shipped to suppliers overseas. ▪ Increased quality and productivity by participating in Process Failure Mode Effects Analysis (PFMEA) events.▪ Significantly improved shipment of correct parts for product assembly overseas by working with product development center engineers to proof new product build tactics.▪ Drove development/implementation of best practices and scrap reduction by auditing assembly process.

▪ Key member of self-directed work team charged with production, quality, training, inspection, and troubleshooting.▪ Optimized staffing through daily resource planning and allocation; worked with Area Manager and union officials to align head count with market demand by developing a comprehensive staffing model.▪ Improved throughput, streamlined processes, and increased efficiency/productivity by continuously identifying issues and troubleshooting to address and resolve production problems.▪ Reduced scrap/rework and minimized production downtime as an integral member of business/operations improvement committees that evaluated processes, gathered statistical data on quality, uncovered root cause of issues, and developed/implemented solutions.

▪ Managed maintenance schedule, procurement, and delivery logistics for $5 million in assets for aviation support.▪ Developed curriculum and conducted courses in combat support tactics, operations strategies, and communications procedures. ▪ Strengthened overall unit physical fitness readiness and scores.

▪ Led combat units during Operation Iraqi Freedom▪ Led cross-functional combat support unit coordinating support for Navy, Army, Air force and Marine Corps. ▪ Managed logistics for $6 million of equipment and weapons during combat deployment.