• Lead a team of CNC Programmers, Metrology Programmers, Manufacturing Engineers, Process Engineers, and Engineering Technicians that support the production of blades and vanes for the aerospace industry.• Responsible for the flow down of customer requirements and tasking of the various personnel groups.• Work alongside the leadership team to accomplish company objectives.• Established engineering training matrix and plans to eliminate training gaps.

Create and update CMM programs using PC-DMIS to facilitate the manufacturing of firearm components.Implemented CMM error collection and trending solution to reduce machine downtime.Created standard CMM alignment programs to eliminate variation from department to department.Designed and built CMM 5s stations that eliminated clutter and organized tooling and fixtures.

Established and managed a team review process that leverages various disciplines to ensure troubled hardware returns to the production line, reduced TAT by 3 days, identified over 200 process change opportunities.Provided the operations team with weekly “Single Piece Flow” Initiative status updates and action recommendations.Conduct weekly status meetings with Global Service Engineering on initiatives identified through the cost savings template.Eliminated manual blending designed to reduce COPQ and EH&S risks.Coach Cell Leaders on Single Piece Flow analytical techniques.Coach hourly employees on the importance of Single Piece Flow.Identify needs, specify requirements, and purchase new capital equipment.

Responsible for the creation and maintenance of jet engine component repair process.Comply with FAA FAR 145 repair station requirements.EH&S ERGO Team member responsible for ensuring workforce is free from ERGO issues through completing assessments on all manufacturing processes.Created a labor clocking variance reporting tool designed to create positive dialog between shop supervision and hourly employees for tasks completed beyond a standard time.Proposed to management that repairing a certain product would increase yearly profits by $1 million vs. buying new.Recovered $1.6 million worth of spare parts overspend through historical trending analysis of the monthly ROS File.Created a template in excel which identifies cost saving opportunities in the repair process targeting $40,000 savings per month.Through shop feedback, an alternate repair method was created, upon completion, part recycles were reduced by 40% and T.A.T. improved by 10 days on average, an action plan was created, and managed to completion of project.Utilizing customer feedback, value stream mapping, and lean principles of eliminating batching, “Single Piece Flow” Initiative was created that demonstrated a reduction of TAT from 5 days to 2 days.Champion a team of hourly and salary employees who are responsible for collecting and analyzing shop feedback to create projects, 40% of all process feedback suggestions have been answered and closed out.Identified and managed the procurement of new capital equipment which reduced T.A.T. from 7 days to 5 days in Gate A.Supplied operations with ideal manpower requirements for a given forecasted demand.

Report out to operations on status of new process development.Met with customers to review process expectations which ensured goals were met. Review and suggest possible repair to parts beyond technical data limits to customer’s engineering department.Interpret repair technical data and arrange into a complete repair process.Planned and implemented facility relocation.Assisted in implementing the engineering module of new ERP system.Created standard work for employees who were not familiar with new ERP system.