Using my Change management training, I work in the continuous improvement department as an internal project manager. Working towards lean manufacturing principles, 5-S, and finding efficiencies and savings throughout our operation

I wrote the build process schedule for the production line, in order to schedule up to 10 sub trades working inside the plant congruently with our internal build crew and hit very demanding and tight build schedules. As well I oversaw the maintenance department and coordinated the contractors needed for facility works and repairs.

As the lead of the Cabinet shop, the second largest producing shop in Kamloops, and oversee 3 different shifts. Over the last year I have successfully helped redesign, propose to upper management, and implement a major change of work processes, computerized machinery and shop amalgamation of our two Kamloops manufacturing facilities. I led the 5-S movement in our shop, which was the pilot for the rest of the plant floor, and redesigned the interior of the assembly shop to allow for a highly effective and efficient flow of work. Managing the “Sugarloaf” needs is a constant fluctuating workload that has to be organized effectively to blend into the high output of the “MPM” workload, so that deadlines are met and we can work efficiently as a team with all trades to complete jobs. “Job Tracking sheets,” plans and specifications are used to order products, organize the production of all parts needed for each job, assembly of all products, shipping to site, and installation of the finished product.

Working closely with and coordinating between designers, contractors, and home owners in the custom and high-end markets both in Victoria and Toronto