Banjo is a world-class producer of a wide range of mechanical and electrical valves, fittings, and self-priming centrifugal pumps for agriculture and numerous industrial applications that ship to every corner of the globe.

Operations leader responsible for production operations of a 430-member non-union facility which is vertically integrated with CNC machining, plastic injection molding, and cellular assembly processes for automated and complex life science instruments.- Developed strategic initiatives to increase manufacturing capacity to meet covid-19 spike demand. Actions lead to accelerated past due burndown, 75% reduction in product lead times, and 20% improvement in year over year growth.- Improved operations associate engagement 11% year over year in 2022 through positive improvements in communication and accountability.- Improved On Time Delivery 25% during peak covid demand through detailed action planning and kaizen improvements.

Leading provider of precision manufacturing solutions for the medical device and aerospace and defense markets.Directed all production operations, engineering, supply chain, and lean initiatives for a 185-member non-union facility which specializes in the manufacturing of medical instruments used in elective surgeries.• Implemented a structured process for daily management and strategic deployment.• Developed a culture of continuous improvement through kaizen actions. Executed 10 kaizen events in 2020 to drive improvements in customer service levels and lead time.• Improved plant wide OTD from a 2019 jump off point of 64% to 80% in 2020. Improvements were realized even with reduced plant capacity due to Covid-19 pandemic.• Improved product lead time by 50%, went from 40 weeks in 2019 to 20 weeks in 2020.• Developed a process improvement roadmap for a key customer. Collaboration with customer improved Design for Manufacturability and process first pass yield resulting in $100,000 in cost savings and 10% improvement in on time delivery.

Grew the Marengo, IL Thomsonlinear business from $50M to $106M through outstanding customer service levels, quality improvements, and lean transformation.Strategic leader focused on delivering operational performance for a $106M operation with 270 non-union employees.• Grew business from $46M in revenue to $106M through organic growth and business transition.• Implemented a customer focused quality system which resulted in external PPM improvement from 14,000 to 1500 PPM. Improvements driven by the creation of a quality improvement action plan, effective mistake proofing implementation, and introduction of visual work instructions.• Created a continuous improvement culture which executed at least 12 continuous improvement kaizen events per year.• Executed and sustained kaizen actions in conjunction with robust cost savings activities. Generated 14%+ improvement in Gross Margin.• Delivered robust daily management with regular cadence implemented to focus on Safety, Quality, Delivery, Inventory, and Productivity improvements.• Developed a culture of compliance through certification to ISO 14001 EHS standards and ISO 9001 Quality standards.• Created a safety-first culture resulting in a 50% improvement in corporate safety risk score.• Achieved Partner Service Levels for key customer John Deere.• Demonstrated Supply Chain leadership which delivered over $6.5M in savings through purchase price variance and implemented VAVE projects.• Completed a successful relocation of three different businesses to the Marengo, IL location. • Developed and executed action plans to drive a substantial improvement in on time delivery from 70% to over 90%. Metric measured to customer request date.

Managed manufacturing engineering, quality, production, product engineering, customer service, and supply chain for Danaher’s $25M Sensors and Controls Business.• Led a transactional process improvement (TPI) kaizen for customer facing processes in customer service to drive improvement in customer satisfaction.• Utilized S&OP to level load production schedules to drive 96% on time delivery to customer request dates.• Drove quality improvements with focus on preventative actions and robust root cause and countermeasure actions.• Managed Product Development team to develop and launch three new products.

Operations Manager for a vertically integrated tier 1 automotive supplier.Led a 240-member team in a highly vertically integrated manufacturing facility which produced engine components for the automobile industry. Key manufacturing processes included machining, heat treatment, OD and ID grinding, automated gauging, and high-speed automatic assembly.• Utilized balanced scorecard and Eaton Business system to drive operational results.• Plant beat days on hand goal by 20%, improved direct labor variance by 18%, improved safety and scrap metrics by 50%. • Collaborated with plant staff to improve Saginaw’s employee survey results by 18%.• Implemented morning Fast Response meeting driving improvements in communication, safety awareness, customer quality, and equipment productivity.