Responsible for all aspects of production, process improvement, quality, safety, etc.

Responsible for both internal and external practices within the glass manufacturing industry. Focus on quality assurance. Understanding and implementing best practices, innovation, and implementation of new quality controls.

Provide consulting services in the areas of Lean Six Sigma management, continuous improvement and kaizen projects, operation, supply chain and procurement management in North America and also off shore sourcing in China and south east Asia countries.

Responsible for reviewing and implementing am enhanced safety program, increase production output and reduce cost of quality for a large wood furniture factory.

Project and Operations Management; Continuous Improvement projects; coordination of the purchase, delivery, space utilization and installation of process equipment; review of existing and new product potential and improvement strategies; supplier alternatives; review of product testing to meet building code requirements. Project and Operations Manager - Vietnam factory, assisted supplier in China with ramp up for mini-blind fabrication, managed successful installation and commissioning of paint… Show more Project and Operations Management; Continuous Improvement projects; coordination of the purchase, delivery, space utilization and installation of process equipment; review of existing and new product potential and improvement strategies; supplier alternatives; review of product testing to meet building code requirements. Project and Operations Manager - Vietnam factory, assisted supplier in China with ramp up for mini-blind fabrication, managed successful installation and commissioning of paint shop for wood doors in Surrey, BC Show less

Responsible for all supply chain activities, logistics, resolution of credits and payment issues,and product costing with the plant operation including warehouses in Calgary, St. Paul andMemphis.- Projects completed included coordinating the Insulated Glass Certification at Delta and Surreyfor glass products, including developing an Inventory transition plan for the division to clear outthe current inventory and transition to “certified” product; establishing inventory… Show more Responsible for all supply chain activities, logistics, resolution of credits and payment issues,and product costing with the plant operation including warehouses in Calgary, St. Paul andMemphis.- Projects completed included coordinating the Insulated Glass Certification at Delta and Surreyfor glass products, including developing an Inventory transition plan for the division to clear outthe current inventory and transition to “certified” product; establishing inventory levels at eachwarehouse to support the Customer needs; setting up Blind Production Project in Delta, workingat the Divisional level to develop Engineering Specifications for the glass and frames. Workedwith Divisional Teams on the successful transfer of the Hurricane glass production from Delta toCharlotte, NC, new product development, etc.- Worked closed with Corporate Global Sourcing to maintain and develop new vendors bothdomestically and off-shore. Extensive coordination with offshore suppliers in China.-achieved Lean Six Sigma Greenbelt Certification - 2009-acheived Lean Six Sigma Blackbelt Training - 2009-achieved Micro-soft Project Management Training - 2009-Black Belt Project Leader - change glass production from a stocking program to Just-In-Time process in 2010-2011. Show less

-responsible for all purchasing and procurement activities with the plant operation (and plant scheduling to 2006)-worked closely with developing yearly budgets and setting standard product costs-led various initiatives to drive down inventory levels, implement new products, suppliers, production processes-managed the material supply chain and the various design changes as our plant moved to the Masonite product line after the purchase from Stanley in 2004.-continued to work… Show more -responsible for all purchasing and procurement activities with the plant operation (and plant scheduling to 2006)-worked closely with developing yearly budgets and setting standard product costs-led various initiatives to drive down inventory levels, implement new products, suppliers, production processes-managed the material supply chain and the various design changes as our plant moved to the Masonite product line after the purchase from Stanley in 2004.-continued to work closely with Corporate Sourcing, Engineering and Quality Assurance on initiatives to improve our products and at the same time find sources to lower our costs-team member of various Kaizen projects both locally and in the USA plants-attended Lean Six Sigma Green Belt Training and completed associated project on reducing Shipping Supplies costs-Engineering team Leader for the Divisional Fiberglass Prefinished Project in Dickson, TN in 2008. Involved product testing, recommending the process and equipment to be purchased and associated installatiion, startup and product costs-Project Co-Manager of team which saw the relocation of glass production from New Westminster to Delta, B.C. in 2007 Show less

-responsible for all purchasing and procurement activities with the plant operation(and plant scheduling to 2006)-worked closely with developing yearly budgets, and setting standard product costs-led various initiatives to drive down inventory levels, implement new products, suppliers, production processes-successful transition of the supply of the majority of Langley's flush steel skin needs to supply from South Korea in the 2nd half of the 1990's-successful transition of the… Show more -responsible for all purchasing and procurement activities with the plant operation(and plant scheduling to 2006)-worked closely with developing yearly budgets, and setting standard product costs-led various initiatives to drive down inventory levels, implement new products, suppliers, production processes-successful transition of the supply of the majority of Langley's flush steel skin needs to supply from South Korea in the 2nd half of the 1990's-successful transition of the majority of our raw material supply to foreign suppliers-coordinated the successful sourcing, manufacture and commissioning of fiberglass molding tools in South Korea in 2000 and 2001. This included assisting the South Korean supplier in successfully providing us with fiberglass door skins. Delivered approximately $1,000,000 savings per annum-worked closely with Corporate Sourcing with successfully sourcing and setting up a South Korean supplier to supply us with our 4 and 6 panel embossed steel needs in 2002. This included overseeing the equipment installation and the tool design and commissioning. Delivered approximately $1,500,000 savings per annum. Subsequently added additional tooling for other designs in 2004 and 2005.-worked closely with Corporate Sourcing with the successful sourcing of stiles and rails for our steel doors in 2001 and 2002. This was followed up with our fiberglass door needs in 2002 and 2003. Delivered approximately $300,000 savings per annum.-Oversaw the successful installation and comissioning of an upgraded semi-automated powder paint coating line-managed the design and construction of a new 100,000 square foot plant in Langley in 2002/2003. -managed the design and construction of a new 50,000 square foot plant in Langley in 1990/1991-assisted with the closure of manufacturing plants in Montreal and Detroit in 1998 and 1999. -assisted with the startup of a new manufacturing plant in Charlotte, NC in 1999. Show less

-managed the day to day operational activities of the manufacturing plant as we transitioned from Windor to Stanley

-responsible for process and product design improvements for the company-achievements included designing and installing a continuous assembly line for steel doors (previously doors were built on individual tables), selecting and procuring a number of pieces of equipment including an electrostatic powder paint system, polyurethane foam dispensing equipment, presses, and other manufacturing equipment.-during this period we transformed the company from a multi-faceted company making… Show more -responsible for process and product design improvements for the company-achievements included designing and installing a continuous assembly line for steel doors (previously doors were built on individual tables), selecting and procuring a number of pieces of equipment including an electrostatic powder paint system, polyurethane foam dispensing equipment, presses, and other manufacturing equipment.-during this period we transformed the company from a multi-faceted company making interior wood doors, moldings, pre-finishing, steel frames and doors, residential steel doors and interior and exterior pre-hung units into a steel door and steel frame business which was subsequently purchased by Stanley Door Systems in 1989.-during this period, I also oversaw the design and bringing to market of an expandable adjustable steel frame which was patented. Show less

-worked as a site project engineer, contracts and project manager on various heavy civil engineering projects in Western canada with values up to $125 Milliion. This included two separate cement manufacturing plants, underground hyrdro-electric substations, hydro-electric power plants, tunnel boring, rail and station construction for the BC Transit rapid transit system and marine construction-business development in the Vancouver area - 1983-1984