Responsible for leading operations of a turnaround manufacturing plant consisting of 150 union employees, having leadership responsibilities for safety, quality, manufacturing, process engineering, logistics, finance, learning and development and continuous improvement. Transformed a direct labor training program resulting in a 37% productivity improvement, OTIFNE improvement from 72.6% to 97.1% and $743K labor savings in a 6-month period. Led focused performance improvement initiative resulting in process waste reduction from 15.42% to 11.54%, yielding $1.06M in annualized savings. Developed and deployed site equipment reliability model reducing reactive maintenance from 81% to 34%, improving man-hours to work order from 3% to 61%, improving PM completion from 42% to 98% while realizing $351K in savings vs. budget.

P&L site leader of a corrugated bulk product manufacturer for agricultural, industrial and automotive markets with annual site revenue of $106M. Georgia Pacific is a leader in paper, packaging, and building products manufacturing and distribution with annual revenue of over $75 billion. Responsible for leading operations of a turnaround manufacturing plant consisting of 200 union employees, having leadership responsibilities for safety, quality, manufacturing, process engineering, logistics, finance, and continuous improvement. Developed and deployed a daily management system, creating a culture of continuous improvement and engagement. Reduced site wide turnover by 53% and 1st year turnover by 68%. Daily management system was adopted and deployed division-wide across 40 sites. Led a 9-month turnaround transformation effort resulting in key asset productivity improvement of 38% and site wide production improvement of 16%, with annualized EBIT contribution improvement of $4 million. Implemented Path to Zero safety culture and systems resulting in a reduction of: Significant Injuries or Fatalities (SIF) from 9 to 0, Lost days from 590 to 0, and OSHA recordable injuries by 75%. Innovated strategy deployment model reducing reactive maintenance from 85% to 17%, improving PM completion from 30% to 100% while achieving $900K in savings.

Responsible for continuous improvement activities through implementation of Lean tools and principles throughout the recently acquired manufacturer of niche diagnostic, therapeutic, and support accessories used in the GI Endoscopy market. US Endoscopy, a business of Steris, has year over year double digit growth with yearly revenue of 120M. Aligned organization to the Shingo model through daily coaching of business executives, managers, and front-line leaders.

Drove business-wide lean turnaround of the newly acquired steam sterilizer manufacturer for the Hospital and Dental market. Aligned organization to value streams. Developed a visual workplace through 5S, visual management, and Kaizen activities. Led Design For Manufacturability, Assembly & Service (DFMAS) across company-wide product portfolio resulting in a 52% reduction of monthly customer complaints and reduced product lead time from 45 to 15 days. Developed daily kaizen culture resulting in; 25% of total floor space freed up, 98% OTD and 78% reduction of OSHA recordables. Site responsibility of safety, quality, manufacturing, process engineering, logistics, research and development and continuous improvement.

Management responsibility for a manufacturer of low-temperature sterilizers and their chemical-based consumables, with annual facility revenue of $80 million, 85+ operators and 4 supervisors.Responsible for developing and implementing strategic objectives to ensure safety, quality, delivery and cost and providing daily oversight for operations.Led implementation of leadership standard work resulting in 30% increase in hourly output, across 3 product lines. Developed effective daily Gemba activities resulting in a standardized retain management process (4 days to 2 minutes), and visual scheduling tools (20 monthly hours of downtime eliminated).

Provides leadership and direction for all Safety, Medical Device Quality, Service, Productivity and Cost Reduction objectives and goals of the facility while meeting internal and external customer needs.Maintains quality control processes to ensure products/services meet quality standards of a class 100,000 clean room ISO 13485 medical device converter; leads implementation of process improvements. Drives improvement strategies in all key metric areas; manages production flow, staffing schedule and resources to budget and plan.Responsible for general management duties, exercising usual authority concerning staff, performance appraisals, promotions and terminations. Responsible for training and development of subordinate staff, estimating personnel needs, assigning work, meeting completion dates, interpreting and ensuring consistent application of organizational policies of < 16 direct reports.

Operate as a business partner in developing and deploying the continuous improvement strategy for the site. Improvement strategy includes both lean and six sigma principles. Partner with site leaders to train and deploy Lean / Sigma practices. Own the plans to optimize processes for 5S, daily abnormality management, Kaizen for the facility and sustainment of improvement initiatives. Support the select core implementation team members and introduce them to: value steam management process, 5S, visual controls, VSM, Kanban, Daily MDI, etc.Assists in selection of teams and individuals to work Lean / Sigma implementation opportunities. Develop Lean / Sigma training plans, site’s trainers and track progress. Monitor the team’s progress in applying the Lean / Sigma techniques. Effectively remove roadblocks as they arise.Utilize Value Stream Mapping principles to guide plant strategies and drive operational excellence. Facilitate, co-facilitate Kaizen events and ensure results are sustained through rigorous standardization and compliance. Implement the value stream management process (in all Sites this includes non-manufacturing processes) and track results.

Process / project engineer for the manufacturing and continuous improvement efforts of the TOW, AIM9X and JSOW Missiles. Perform moderately complicated engineering work exercising independent judgment and action. Complete understanding and wide application of technical principle, theories, and concepts in the field. General knowledge of other related disciplines. Provide technical solutions to a wide range of difficult problems. Solutions are imaginative, thorough, practicable, and consistent with organization objectives. Work under only general direction. Independently determine and develop approach to solutions. Work is reviewed upon completion for adequacy in meeting objectives. Contribute to the completion of specific programs and projects.Coordinated a 4.0 million dollar TOW Missile risk mitigation presentation.