Throughout my tenure with Infinity Professional as the Lean/Continuous Improvement Consultant, I have partnered with business owners and their leadership teams with the aim of boosting their organizations' productivity, efficiency, and profitability. A key aspect of my role involves counselling corporate leaders on the benefits of embracing continuous improvement and lean manufacturing methodologies.Currently, I serve as a trusted advisor to four retainer clients, guiding them to improve manufacturing operations, inventory management, financial analysis, employee productivity, and foster a culture of continuous improvement.In the same capacity, I help dissect P&L statements, define KPIs, and create strategies for cost reduction and income growth.Highlights of my notable accomplishments in this position include: • Completed 75+ projects, resulting in a 30% increase in throughput, a 25% reduction in operational expenses, and a 10% rise in net income on average.• Pioneered a Lean Champion certification program for professionals seeking careers in continuous improvement and leadership.• Provided training and support to organizations in manufacturing, non-profit, service, and healthcare sectors in the Northeastern United States.• Led the implementation of the "2 Second Lean" philosophy to build a Lean Working Group focused on fostering a lean culture.• Managed multifaceted projects, including vendor negotiations, product costing assessments, ERP system implementations, and KPI development.• Published articles on lean methodologies, organizational leadership, and business culture.• Recognized as a senior-level authority, entrusted with resolving diverse business challenges.• Appointed as a Talent Acquisition Specialist, managing end-to-end recruitment processes for professional roles.

For Northwest Industrial Resource Center, I served as the Lean/Continuous Improvement Specialist responsible for designing and leading high-impact Lean Manufacturing and Continuous Improvement training and implementation events. As such, I collaborated with national consulting experts to stay current with industry trends and regional service needs.Further, I managed a GE Transportation supplier program, focusing on reducing lead times for critical local strategic suppliers.Some of my key achievements in this position include: • Delivered cost savings of up to $350K, streamlined cycle times, and boosted profitability through overseeing continuous improvement projects across the state.• Initiated and led numerous continuous improvement initiatives, working with over 80 clients in manufacturing, non-profit, and service sectors.• Drove the organization's Manufacturing Excellence program, responsible for marketing, selling, and delivering consulting services to clients in thirteen counties in Northwest Pennsylvania.• Held certification to administer the WMEP National OEM Accelerate Supplier Development program.

As the Operations Manager, I provided hands-on guidance to our dedicated production workforce and collaborated closely with departmental supervisors and our operations leadership team.I also had the privilege of strategizing with our owners and Board members to boost profitability consistently.My key accomplishments include: • Reduced our monthly breakeven point by 22% and improved on-time delivery by 32%.• Spearheaded various initiatives to enhance our financial stability, driving transformative change and improvement, in alignment with the vision of our owner and President.• Established and monitored key performance indicators (KPIs) to fuel continuous improvement. These KPIs covered areas such as on-time delivery, daily sales, internal and external costs of quality, and productivity.

• Led the Materials Department consisting of Purchasing, Inventory Control, Production Control and Transportation responsible for over $100 million in revenue annually.• Recruited to be a part of the management team to reduce operational expenses and improve the overall profitability of the business.• Implemented and drove the material key performance indicators (KPIs) throughout the organization.• Revitalized and improved processes to curtail material and overhead expenditures, impacting the company’s P&L.• Cut inventory by 26%, excess and obsolete material by 57% and increased inventory turns by 104% within an eight-month period.• Authorized the company’s $50 million annual expenditures on materials and contracted services.• Supervised over 40 indirect employees including 4 department leaders.

• Led the Purchasing, Production Control and Transportation departments and was responsible for reducing inventories, setting and obtaining deflationary targets and reducing manufacturing lead-times. • Managed multiple APW facility’s supply chain teams with sales in excess of $100 million and inventories that exceeded $10 million.• Improved the purchasing department’s forecasting and ordering processes to assist in obtaining double digit turns while maintaining a 98% on-time delivery rate with customers.• Drove reductions raw, WIP and finished goods inventories by 75% through implementing Kanbans with suppliers, approving all purchase requisitions along with instituting new purchasing practices.• Reduced transportation costs 27%, requesting carriers competitively bid for the business and by instituting a “non-expedite” policy with the entire purchasing department.• Strategized with the General Manager and CFO, identifying cost reduction opportunities to improve the company’s profit margin.• Implemented inventory replenishment programs with suppliers who accounted for 70% of the total spend.

• Consulted with business units, customers and suppliers, deploying lean manufacturing techniques. • Responsible for analyzing manufacturing processes and implementing strategies to improve serviceability to customers by reducing inventories, cycle time, and rework.• Facilitated a process improvement project with a Brazilian joint venture resulting in the reduction of $750,000 in inventory and elimination of two days cycle time.• Led workout sessions that focused on continuous improvement, productivity brainstorming and improving customer service performance.• Collaborated with colleagues designing a new manufacturing plant by incorporating the lean tools and methodologies. Processes were optimized for efficiency through the analysis of product work flows, value stream mapping, event sequencing and capacity planning.• Conducted Six Sigma training with business unit managers, coaching and mentoring them in preparation for certification.• Achieved material and inventory cost reductions through Six Sigma projects.

• Managed materials department for the Traction Motor Unit Exchange business which generated more than $20 million in annual revenues.• Entrusted with forecasting and expediting production material; established and met production schedules; managed inventory levels and directed the workforce. • Minimized business’ inventory by 61 % while simultaneously improving serviceability to customers by 55% in 1997.• Organized and facilitated productivity efforts, generating more than $250,000 in annual savings.• Recognized by the business with a managerial award for my "overwhelming dedication to the success of our customers”. • Supervised the shipping and receiving department and supervised more than 100 union employees.