Division Vice President of OperationsMoorpark Site Leader

Operations and program management consulting focused on supporting rate increase in F35 transparency business unit

Group level role responsible for 4 sites in Southern California and Utah. Chartered to deliver improved profitability through implementation of an operations management process that deploys common tools across the 4 locations including execution of the ATK Performance Enterprise System.

Responsible for $210M in shipments across 3 separate Solutions within 1 site. Drove continuous improvement initiatives that resulted in the following:Lean converted assembly and machining operations resulting in improved OTD from 82% to 96%+ Lean converted 2 separate machine shops including moving over 150 pieces of equipmentInternal machine shop LT reduced from 30 days to 5 daysInternal HL&G factory LT reduced from 70 days to 10 daysLeveraged OH costs to deliver $8M in favorable manufacturing variancesLowered internal machining rates by 46% through strategic insourcing of low volume productsReduced Operations headcount by 22% while improving performance metricsImplemented supplier strategy that resulted in $1M in incremental PPV above planImproved OP through manufacturing initiatives by over 8 points

Responsible for 4 sites and $200M in sales within a $350M division. Within a short period of time implemented lean conversion plan in high mix low volume factories and achieved the following:Improved NA Operations OTD from 83% to 91% to requestReduced inventory at a 18% annualized rateAchieved 4% purchased price varianceReduced past due backlog by 50%Implemented salaried reorganization that resulted in 9% fewer salaried heads

Director Ops Asia Pacific - 2004 - 2006Director Lean Enterprise Valve Division 2001 - 2004Plant Manager 1999 - 2001

Reporting to Senior VP of Operations, responsible for lean implementation in 12 worldwide Fisher Controls plants, central sales and business offices, and Valve Automation Division sites. Successfully implemented:Engineered "Specials" design and order entry process initiatives that reduced lead-time from 68 to 9 daysDivision wide supplier lean initiative on track to double turns and reduce inventory by $45M over 4 yearsDivision wide initiatives resulting in 75% LT reduction and 60% WIP reduction where implementedPlant order entry process changes resulting in LT reductions of 85%Quality improvements focused on "in-process inspections" vs "end of line" inspection processes and yielding 3 year $2.4M savings

Full P&L responsibility for $60M+ butterfly and ball valve design and manufacturing plant. Responsible for establishing operational budgets, sales targets, growth initiatives, and profit objectives. Provided design, marketing, sales, and customer support for existing product families as well as new product introductions. Staff included engineering manager, finance manager, human resource manager, production value stream managers, and quality manager. Aggressively implemented lean manufacturing techniques in combination high volume and high mix / low volume business model achieving the following results:Improved operating profit from 11% to 26% on flat sales and increasing discountsImproved inventory turns by 40% and reduced inventory value by 57% ($5.6M)Improved on time delivery to customer request by 19 points to 92%Implemented strategic sales initiative for on/off butterfly valves resulting in $3M in incremental growthLed plant to longest injury free period of 300 days

Design responsibility for Seawolf and Virginia Class propulsion and turbine generator mechanical componentsReceived US patent for "Steam Seal Air Removal System"