Work closely with front line leaders and teams on day to day continuous improvement, A3 thinking and Managing for Daily Improvements (MDI's) with the use of Lean process improvement tools and methodologies. Plan, implement and facilitate the work activity of the unit to accomplish goals and objectives, facilitate team decisions, resolve team conflict and assist in the development of implementation action plans, including follow-up. • Consult and coach others in the development of their Lean leadership competencies and assists leadership in promoting and leading Lean across the organization.• Lead the facilitation of improvement projects and events of a complex nature with minimal oversight, including assessment, planning and follow-up.• Meet quality standards and the production of expected deliverables during all phases of the event and project life cycle.• Support the development of leader standard work for a linked checking system and a linked learning system that connects senior management work to that of the front lines.• Assist leadership in identifying appropriate opportunities and metrics for successful Lean transformation.• Prioritize Process Improvement resources to align with strategic initiatives. • Accountable for leading key improvement efforts across enterprise-wide value streams using established Lean best practices, standard work processes, methods and tools. • Ensure the implementation and management system as part of all Kaizen events to support sustainability. • Coach and mentor Leadership teams in establishing and maintaining the strategic focus area, action plans, dashboards and linked measurement system to execute the work.• Monitor external trends and how they impact the organization, as well as provides external context to inform the development of interactions. • Establish effective working relationships and maintain communication with key executive and senior level business and clinical leaders.

• Coached the Improvement Kata for associates, who moved the needle on KPI targets that resulted in a 63% labor efficiency improvement that saved $1.2MM• Developed curriculum and trained 200+ associates in certified Lean skills.• Facilitated 3 cycles of annual strategy deployment (hoshin) with the leadership team that set strategy, developed highly-visual KPIs, and created recurring practices to achieve strategic goals.•Audited Clark Improvement System maturity levels and reported results to multiple levels within the organization.• Documented clear standard procedures for core processes that shortened the training cycle for new employees, and provided a stable platform for iterative improvements.• Wrote a quality systems manual that passed international accreditation that allowed the company to bypass lengthy permitting wait times for jobs in the Los Angeles area.• Organized and facilitated a Kaizen event that reduced the man-hours per square foot in the steel frame welding department from 1.4 to 0.8 resulting in labor savings of $2MM.• Served as a hands-on resource at the gemba that helped associates achieve their personal and professional best by showing them how to participate in achieving business objectives, while connecting them with resources, and removing obstacles beyond their scope of influence.• Where no measurement system existed before, I developed a red/green speedometer in Excel to make budget efficiency performance status easy to understand for all associates. My speedometer design was adopted by the Business Analytics team, and spread company-wide.• Wrote and conducted pulse surveys that gauged the company's culture surrounding meetings, what associates wanted most, and how well associates understood the vision, mission, values, and business objectives of the organization.• Organized and facilitated chartered Kaizen Events, Rapid Improvement Events, and Projects that drove dramatic improvements to key processes.

• Managed 26 direct reports.• A product line spent 80 hours a week filling out unnecessary papers, and chiseling excess adhesive. I coached a team that reduced the paperwork to 1 sheet a day. I mentored associates that reduced the root cause of excess adhesive by 90%. That freed two employees to work on value-added processes instead, that created $200k additional revenue. • The rejection rate of lights was 10%. I trained people who changed the process that reduced rejections to 1.5%. That saved 4 hours a week of rework, and $10k a week in scrap.• Continuous improvement was stale when I stepped in as manager. I taught 5S, The 8 Wastes, Kaizen, Flow, Lean, Kata, and related topics. That led to dozens of associate-led improvements; Shadow boards for tools that reduced search time by untold minutes. New test stations that reduced walking by a mile a day. Rails added to wire rack carts that kept product from dropping onto the concrete that saved $4000 a week.• Reorganized the workstations and materials in a way that reduced walking, improved visual management, and increased assembly flow that resulted in the company successfully reaching its tight fiscal year-end shipping target.

Aerofit, LLCCAM, Inc.• Profit and Loss reports revealed poor margins on Machined Nuts. I used this data to drive improvements. I laid out machines so 1 operator tended 3 machines instead of 2. The improvements increased profit margins 5% in 3 months from 18% to 23% in the $2.8M Machined Nuts category. • Loading parts by hand, and doing 2nd operations on separate machines wasted time and money. I researched and wrote capital requests for $3.5M in new technology that reduced labor with automated part loading, and completely machined parts in one cycle. The assets paid 24% return on investment with a payback period of 1.2 years. • Mishandling was the root cause for a plague of scratches on male sealing surfaces on aluminum fittings. Operators handled parts in a way that was fine for harder alloys. However, the soft aluminum metal scratched easily. I developed a course and trained 96 associates that improved their processes by using problem solving thinking that eliminated the scratches. This reduced scrap $54,000, and rework labor $32,000 a month. • Continuous Improvement was at an 8 month standstill when I took over as leader. I branded, and energized a program called FIT, for Factory Improvement Team. I coached cross functional teams that completed 7 kaizen events based on Lean Six Sigma methods. • In FIT Project, One More Part per Hour, I trained 4 associates with no prior Lean exposure who laid out a work cell that saved annually 175 miles / 117 hours of walking. Production increased 1.1 PPH in that cell from 15.4 PPH to 16.5 PPH that resulted in $40,000 additional profit.• Completed root cause and corrective action documentation that brought Aerofit into compliance aerospace quality certification agencies • Managed a total preventive maintenance (TPM) program that increased machine up-time 25% • Deployed an OEE program using Memex and MTConnect that drove up lathe utilization rates 35%

• To get new features out to market ASAP, I translated engineering design requirements into formal manufacturing processes for 48 models of CNC milling machines on a quick turnaround. My work increased market share 18%, eliminated a major competitor, and increased sales to $950M up from $850M.• Engineered a project that offloaded the assembly and installation of sheet metal CNC mill enclosuresto sheet metal suppliers that freed internal capacity that resulted in additional revenues of $400MM • Assemblers built large batches from available parts to stay “efficient” in work centers that lacked visibility on internal demand. This overproduction created a glut of Assembly A’s and no Assembly B’s. I facilitated Kaizen events in Sheet Metal Fabrication, Gearbox Assembly, Cam Box Assembly, and CNC Mill Assembly that used 5S techniques that linked manufacturing activities to actual demand. I improved on-time delivery 40% - 50% in these areas that eliminated 20+ hours a week of administrative woes. • Haas’s CNC Mill product had a spindle housing casting that sagged under its own weight so much that 0.008” to 0.014” of shim was required to align the spindle to the table. I completed a SPC project that adjusted the castings’ machining fixtures so that the sagging casting produced a spindle mounting surface that was square with the table. My efforts brought the required spindle shim to within 0.000” to 0.003”.• Heavily used tooling such as gear puller plates, bearing locknut torque fixtures, and crane rigging for large castings was worn out, and not documented. I designed 100+ such important tools in SolidWorks.• Assemblers did 20 minute errands to pick up needed subassemblies from work centers located in far corners of the 1M sq-ft Haas facility. I set up an enterprise wide Kanban for 136 subassemblies. The subassemblies supplied at the point of use eliminated $333,000 of errand running labor hours.

• Courses taught: Introduction to Plastics, Fundamentals of Packaging, Industrial Manufacturing Processes• Instructed 120 students to perform product/project design and operation procedures in an integrated manufacturing environment designed to facilitate students' transition into industry.

• Opened and closed store. • Counted tills and performed daily cash drop.• Supervised employees.• Whipped amazing foam for lattes. • Was recognized in a library staff training session for my energetic, friendly, and fast customer service skills.

Sold $1MM worth of guitar strings, apparel, accessories, and guitars over the phone to a nationwide territory of distributors.