• Manage the team of four C.I. Engineering Leads and improvement activities across 4 divisions• Lead Kaizen events, delivering productivity improvements of ~30% • Reduced lead-time by a minimum of 25% through VSM techniques• Led the enhancement of Huddle Board implementation, fostering transparent communication at all organizational levels• Supported departmental launch processes, proactively supporting Product Development and Launch• Lead the facilitation of company cost saving strategic initiative targeting $7M savings

Key Achievements:• Led a 40% improvement on order fill through on-site urgent remedy of delivery issues• Key member for an operational turnaround that yielded an annual saving of $7M+ • Implemented Lean tools (5S, Visual Management, Standard Work) as a corporate standard • Saved $100K/year and 3 weeks of process time by eliminating Non-Value-Added (NVA) activities in the Warranty stream • Achieved 100% on time performance of corrective actions by streamlining various processes• Implemented an automated quality system application that is utilized by multiple facilities Responsibilities: • Providing executive level leadership support to all company locations • Delivering effective leadership and coaching to Project Management (PM) staff and directing staff in developing, executing and monitoring projects company wide • Management of 130 active projects• Direct reporting responsibility for all Warranty processing claims• Satisfied specific action plan targets for quality improvements by developing corporate strategies• Primary Quality point-of-contact for Supplier Quality Review (SQR) at key customer locations• Utilized Lean and 8D methodologies to teach and mentor employees on effective problem solving techniques

• Led functional department representatives (Maintenance, Engineering, Quality, Operations) • Implemented productivity improvements that yielded a YOY 30% improvement• Championed Lean initiatives (LPA, 5S, Standard Work) plant wide.• Implement Personal Productivity visual management that was cascaded across facility.

• Responsible for all Lean improvement and ISO activities across 3 divisions and 8 facilities.• Facilitation of over 20 Kaizen events realizing a savings of $700,000 annually. • Secured government grants for $233,000.• Implemented various Lean principles such as 5S, Visual Management, TPM, 8D problem solving, SMED and Six Sigma methodology.

• Oversee all Operations functional departments (e.g. Distribution, Manufacturing, Quality, Human Resources and Materials Management) of the Chickasha, Oklahoma, 400,000 square foot, 220 employee facility.• Managed the relocation of Distribution activities from a third party logistics provider in Laredo, Texas. • Led the local management team in realizing $1.3M annual savings in labor and burden expense through Lean Manufacturing techniques.• Facilitate meetings with Local and State government officials in successfully securing funding support.• Managed the Vehicle Dynamics Piston Rod manufacturing strategy. • Led the elimination of $1M in customer fine penalties due to overseas supplier issues. • Provide leadership for the Distribution activities of the Queretaro, Mexico facility.• Provide Sr. Leadership site assessments that reduce labor & burden expense by $5M/yr.• Consult Plant management staff of Lean Manufacturing techniques that can be undertaken.• Lead the implementation of the ArvinMeritor Production System (APS) at 7 North American locations to improve efficiency and drive Lean initiatives.

The Windsor Assembly plant is a Tier 1 supplier to General Motors of Exterior Plastic components.Plant 2 employs a total of 230 employees.• Managed all aspects of the operation with full P & L responsibility.• Implemented Lean manufacturing concepts such as Kaizen, Kanban, Visual Management and a material sequencing system.• Identified and realized the elimination of 20 direct labour positions for a total annual savings of 1 million dollars by eliminating Non-Value Added activities.• Successfully managed the implementation of Quality System Basics that resulted in a reduction of assembly related PRR from 7 to zero over a 6 month period and a PPM rating of 10.• Ensured the implementation of the new ERP system Trans4M met established time lines.• Realized a Lost Time Incident rate of 0.9.

• Achieved a PPM of 11, Delivery performance of 97% and Lost Time Incident Rate of 1.1 for 2005.• Directed overall operations for the Material, Production, Logistics, Press/Tooling, and Maintenance Departments, with annual sales of $84M• Staffed, developed, and coached the Production team, evaluated performance, and initiated corrective action as required.• Championed the successful launch of 5 new business product launches totaling $15M in additional sales. • Facilitated Press Department QDC improvements of 25% • Responsible for ensuring that the implementation of the CMS production control system met time line objectives. • Improved inventory turns by 30%. • Led Kaizen events resulting in labour savings of over $800,000 by utilizing the Lean principle of Takt Time.