Actively manage operations at three facilities including Kentwood, Michigan, Murfreesboro, Tennessee, and Plymouth, Massachusetts. Navigate complex customer service, manufacturing, engineering, and materials management operations in a rapidly growing $100M manufacturing organization. ♦ Focused on profitability and sales growth, with particularly stellar results at the Kentwood, Michigan facility. Strengthened sales by 22%, profits by 50%, and OTD from 50% to 90%+.♦ Evaluated key processes and gaps within the engineering, manufacturing, and administrative support areas. Authored and released new procedures that drove standardization and efficiency. ♦ Constructed a robust training system and introduced 25 students into the DOL Apprentice Program. Empowered students with the knowledge, skills, and resources to succeed. ♦ Initiated a book club and team building and development activities. Advanced participation rates significantly across all departments.

OPERATIONS MANAGER (2010 to 2016)Oversaw all aspects of customer service excellence, manufacturing, quality, and materials management for a rapidly growing $64M manufacturing location.• Further developed the growth of the business by transferring $16M in business into the Columbia City facility. Implemented new processes that improved communication and strategic planning.• Designed and implemented a robust Materials Process slashing inventory by $500k and improving OTD from 84% to 95%+. • Initiated a book club that aimed to develop and strengthen teams. Discussed topics and books that included FISH, Friendly Fire, The Five Dysfunctions of a Team, and The No Complaining Rule.• Initiated a Sales Operations Financial Planning (SOFP) Process from Customer forecast through the Supply Chain. Clearly communicated requirements throughout the supply chain. Launched a supplier scorecard program that was utilized to drive continuous improvement in supplier partnerships/relationships.

PLANT OPERATIONS MANAGER (2005 to 2010)Strategically guided all aspects of manufacturing, materials management, and quality, including a team of six talented employees, for a $50M and growing operation. • Evaluated best practices surrounding logistics and inventory management. Reduced inventory by 42% from $10.5M to $6.1M, while continuing to meet customer demand. • Designed procedures for and later implemented the Altra Business System for lean manufacturing. Strengthened the relationship with the company’s largest OEM customer, earning a promotion from conditional supplier to partner level. • Increased the on-time delivery of premiere parts from below 70% to above 95% ATP. Additionally, improved the on-time delivery to customer request date from below 60% to above 90%.

Championed distribution, customer service, and materials management for a $45M operation. Collaboratively led a team of 13 talented logistics support employees.• Implemented the Colfax Business System for lean manufacturing in the office and on the plant floor. Facilitated Kaizen events and successfully trained six new Certified Kaizen Champions. • Effectively transferred a $30M product line to the Columbia City plant. Boosted the on-time delivery rate to 95%. Simultaneously improved customer satisfaction scores. • Launched new daily management practices that enabled 20% CAGR business growth over the previous two years. Increased inventory turns from six to 15, with a max of 21 in the busy season.

• Lean Manager for this $800M international company in the Pump and Power Transmission industries. Subsidiary companies include Allweiller Pumps, Ameridrives, Boston Gear, IMO Pumps, and Warner Electric.• Practitioner and Mentor in the following Lean tools: Policy Deployment, Value Stream Mapping, Standard Work, Material Pull Process, 5S, Visual Management, Problem Solving, SMED, TPM, and Franklin Planner.• Responsible for multiplying use of Lean Manufacturing within Colfax. Certified over 30 CBS Champions in the above tools. Led over 16 CBS Executive Orientations (intensive 3-day training session to expose leaders of newly acquired companies to lean manufacturing). • Facilitated over 200 kaizens during this time. Through these kaizen teams, we:o Reduced Manufacturing Lead Time from 6 weeks to 9 days in Brushless Servo Motors – using Cellularization, Standard Work and Materials Process.o Improved On-Time Delivery from 75% to 98% in Adjustable Speed Drives for the Grainger Product Line – using Cellularization and Standard Work.o Reduced Order Entry Cycle in an Engineered-to-Order Company from 6 weeks to 3 weeks using Process Mapping and Problem Solving.o Reduced lot size from 300 pieces to one-piece-flow – using Cellularization and Standard Work.