Legacy: Was hired to change a 14 year money losing facility into a profit center. The information given was a story of bad leadership and internal fighting with no accountability. After initial arrival and assessment, it was apparent that team building was not a priority. The 60 year old facility required little in the way of process improvements, however the crew of seven Supervisors needed to be trained as a single focused team unit.Increase run speeds and decrease set up times with a cross training program for flexibility and changed the afternoon shift from 4/10 to 5/8, giving us increased hours to better supply Monday deliveries.Implementation of an Attendance Policy to fairly and consistently deal with absenteeism. Gradual return to Work and Modified Duties programs started to reduce disability claims.Along with fair and consistent discipline, there was an increase in employee and team recognition.Created a Union/Management committee to oversee cross training needs, to be involved in investigations and conflict resolutions. We then commenced with consistent application of the CBA policies and procedures - to stop the favoritism and side deals that were prevalent.

Legacy: Accepted the challenge of growing a production leadership team that going forward could consistently deliver quality and quantity product to increase market share. Holding this team accountable enabled a controlled improvement in efficiencies. Targets have been met, Sales Department regained confidence in the Plants ability to meet the customer's needs, order portfolio increased.Facility had been operating with no vision for team building, as a result they were starting to limit their market effectiveness. The on site Supervisors were being paid a premium with no accountability, these premiums were withdrawn. The Second Stage Manager was encouraged to move back to their previous position in estimating, a more suitable existing employee accepted the position as a First Stage Supervisor. Two new candidates were scouted and hired into the existing Second Stage and new Third Stage Supervisor positions. With the introduction of these three Supervisory roles accountability has been possible with remarkably good results. No preventative maintenance program existed, a computer program was purchased and the underutilized Purchaser was trained to generate work orders to curtail the high machine down times. The safety program was set up in 2011, numerous safety personnel were assigned responsibilities over the years, hired a trainee into the vacant role and restructured the program to newer standards.

Legacy: Recognized for initiating massive change touching all facets of manufacturing / production operations, reinvigorating production methods and approaches, stimulating and converting the disjointed workforce into a cohesive, engaged and accountable team taking pride and ownership.Recruited with a demanding and arduous mandate to modernize the 120Ksq/ft facility experiencing outdated processes and disenfranchised staff, major inefficiencies, sagging productivity and a lack of accountability with no clear direct leadership. Evaluated the business, prepared and executed a radical business restructure, stripping plant operations and rebuilding into seven defined departments, each managed by an ambitious principle. Generated an unparalleled uplift across all metrics, raising throughput by 25%, while reducing labour costs by 35%. Reviewed consumable costs that were spiraling out of control, implementing a quality assurance program that reduced the cost of paint and cleaning from $250K in 2013 to $162K in 2015. Implemented a pre-staging program enforcing that no units be started until all parts are pre-picked, thus boosting the production from one machine to three per day by eliminating production stalling. Realigned the highly inefficient production floor layout that was operating as a maze of criss crossing material flow, eliminating stalled product accumulation, optimizing flow and reducing accidents. Readjusted the machine build department experiencing congestion by replicating the Gang Department pre-stage system reducing build times on machines from 2-3 weeks to 2-3 days. Challenged to reimplement a Safety Program after the facility failed an OH&S audit, deemed an "unfavorable workplace", Fire drills, PPE enforcement, Safety Committee, JHA, SOP and WHIMIS. Tightened Cost of Non Quality across the plant, increased quality checks by teammates. Elevated the quality of all machines sold, which was well received by the dealer network.