• PD pillar leado Train all leadership on Human Error identification and eliminationo Utilize TWTTP+HERCAo Ensure use of proper counter measures• Design methodology and administer training courses around Lean Management principles (5G, 5W+2H, 5 Why, QC Tools, Statistical Process Control, etc.)• Partner with OEMs to provide machine-specific training based on site top losses as determined through Cost Deployment Matrixo Utilize Skills Trainers to develop content and facilitate training• Coordinate and manage logistics of training with local technical colleges, OEMs, and other industry experts• Partnered with local community college to establish training curriculum for Technical Upskill Program for new to role Technical Leads and Technical Operatorso Four modules from basic maintenance to advanced topicso 204 total contact hours• Developed, coordinated and administered training and onboarding curriculum for 40 new frontline supervisor positions• Partnered with external training source for delivery of targeted soft skills training for new to role Technical Leads (Communication, delegation, performance feedback, coaching and motivating, conflict resolution)• Partnered with local start-up company for design of comprehensive web based training platform (Training, Safety, Preventative Maintenance, Employee Recognition)• Developed and updated curriculum for plant new hire orientation• Participate in a weekly meeting with Focused Improvement and Cost Deployment pillars to discuss future continuous improvement projects and skill-sets needed• Created multi-layer matrix for hourly leads and operatorso Utilize performance assessments to populate matrixo Analyze matrix to develop gap analysis

• • Responsible for leading and executing focused improvement projects in high speed packaging lines utilizing WCM tools from the FI Pillar and CD Pillar • Responsible for support of packaging production lines on the day-to-day operation• Worked with R&D Engineers, suppliers and other 3rd party equipment suppliers on innovations to production lines• Recommend and implement improvements, modifications or additions which will add value to the Supply Chain • Serve as the Project Leader on multidisciplinary focused improvement teams targeting top business losses; utilizing Rapid system for data stratification• Develop WCM/continuous improvement culture by supporting operations/maintenance in daily root cause problem solving and by mentoring new hires/interns on continuous improvement topics• Identify Best Practices to leverage across the network

• Technology Training and Transfer Lead for multi-MM state of the art link manufacturing department• Oversee 16 Equipment / Area Owners in the development of all training and reference documentation for new equipmento Comprehensive training plano Skill matrixo Step up cardo SCM development (Standard Cleaning Method)o PM plan (Preventative Maintenance)o DPS development (Detailed Process Sheet)o OPL development (One Point Lesson)o TA (Transformational Analysis)• Coordinate training and development plan for 120 operators with plant staff• Utilize training matrix for creation/coordination of legible and comprehensive documentation • Establish guidelines and templates for documentation flow• Lead FAT and IFT activities

• Managing strategic vision, budget, set priorities, and ensure goals are met for Alkar production line by utilizing technical and production capabilitieso Managed line crews across four production shiftso 8 hourly Team Leaderso 140 hourly operators• Created winning strategies for production performance improvements and share learning’s with other lines• Lead cross-functional teams to eliminate waste streams, generate productivity, and generate best-practices to be shared with other teams• Mentored new D Team BUL and Operations Supervisor• Developed new Team Leaders and brand-new team for Mega line• Provided operational expertise and support in Mega Value Pack and CWP Club Pack launches, and starch reformulation efforts• Created individual development plans for each team leader to further leverage their strengths and mentoring them through areas of improvement

• Operations Supervisor, D-Team, Oct 2012 – July 2013.o Managed tactical day-to-day operations, and set priorities regarding safety, product quality and personnel while BUL was on extended maternity leaveo Worked cross-functionally to drive equipment reliability, increase production, and improve yield. o Led coordination of planned maintenance windows, and eliminating PEM positives• Moved to C-Team, July 2013.o Served as the only salaried manager on night shifto Developed strong team leaders and wage staff through mentoring and coachingo Led onboarding and development plan for new Operations Supervisoro Led Prep Focused Improvement Team, which helped drive zero-loss mentality and delivered savings of $100,000o Mentored C-Team Safety Committee and help remove roadblocks to drive “safety-first culture”o Created and led “Back to Basics” program for operations, which helped increase operator engagement and understanding of the Prep processing area o Delivered $120,000 in head-count reduction savings by creating an optimized rotation schedule