This role requires me to rely on my 23 years of experience in manufacturing, operations, project management, 6-Sigma, and most importantly how to build effective relationships with leaders and co-workers enabling me to influence both behaviors and results.I am currently Program Leader for a large capital program totaling more than $600M to enable new product introduction at a Cummins Inc., North America engine plant. The program consists of five different project teams, or more than 30 project team members, plus multiple contractors. Scope of the work includes major facility renovation and new equipment acquisition. In addition, I am also Facilitator for the monthly Integrated Business Plan (IBP) review for Supply Chain. This role requires a broad understanding of the supply chain and how different inputs impact business results. I organize and facilitate monthly IBP reviews and escalate critical topics for awareness and decision making where necessary.

Collaborated with finance, business and plant leadership to identify projects that would improve fixed cost absorption rate at a major Cummins engine plant in North America. Project resulted in using open manufacturing space to insource a major engine component that will go live in 2024.While working from home during COVID I was program leader for moving two legacy products from major North America Cummins engine plant to Cummins San Luis Potosi, Mexico (SLP) and a Cummins Joint Venture in China. This program required coordination across planning and logistics, manufacturing, purchasing, engineering, and product compliance functions globally. The result, increased manufacturing floor space and reduction in product proliferation increasing through put of current product engines and enabling SLP to produce 'first fit' products for the first time ever.

Manufacturing functional leader for new product introduction process of Cummins' Single Module aftertreatment program from engineering concept thru product launch. Represented Cummins' new product introduction process to contracted manufacturing supplier influencing behaviors and results that directly impacted customer delivery and program performance.Authored and obtained senior (including face to face meeting with chief operating officer) leadership approval for $47M in capital spend for equipment and tooling.Led evaluation of Cummins Emissions Solutions manufacturing strategy design changing pre-existing plan from building new manufacturing site for ~$15-20M to renovating existing facility for $1M. The project was completed with 0 safety incidents, on budget and on time.Managed global manufacturing network strategy decision process to locate Cummins DEF dosing assembly at Cummins Fuel Systems Juarez, Mexico plant.

Program manager for Cummins Emission Solutions (CES) 2013 diesel engine after treatment program for DAF / PACCAR engine platform team located in Eindhoven, Netherlands. This role required daily communication with and customer interaction with engineering team for DAF / PACCAR MX engine platforms. Was the 'Face to the Customer' with DAF on daily basis communicating both good and bad news messages relating to: program deliverables, component delivery, and system design.I managed the new product introduction process learning how a product is brought to market including: design processes, warranty and reliability requirements, commercial, and service requirements.

Team manager for assembly and material operations team in prototype engine and plant start-up environments. Was responsible for engaging and motivating team to focus on and successfully complete work tasks that they could control in an unstable business environment brought on by 'The Great Recession' in 2007-2008.Lead development of internal warehouse model and engineered material flow processes enabling future safety, cost savings and efficiency improvements.Team member of work system design project that conceived best practices later adopted by other Cummins engine plants.

Completed eight Black Belt projects in less than two years generating more than $800K annual savings. Two of which were customer focused in nature and selected for presentation to then Cummins Inc. CEO Tim Solso.

Partnered with plant and union leadership to implement operational improvements in engine test operations reducing process variation and increasing team ownership of jobs resulting in a significant increase in productivity for effected areas. Update: As of December 2023, improvements made in 2005 are still in place today.Managed and led 45 to 100 shop floor associates in team-based work environment. Recognizing employee's good performance and working with union representatives to discipline employees when appropriate.