Responsible for business metric performance including: Safety, Quality, Cost, Delivery, Productivity and Sustainability. Annual budget is >$30M and includes: hourly labor, perishable tooling, operating supplies, maintenance supplies, inventory accuracy and scrap.Direct reports include: (9) Manufacturing Engineers, (3) Tooling Engineers and (2) Engineering Co-ops.

Responsibility ranged from the daily business metric performances to the creation and implementation of strategic plans for my business unit. Responsible for (13) direct reports including: (9) Manufacturig Engineers, (3) Tooling Engineers and (1) Engineering Co-ops.2016 - Area Manager – During the time of late June-December 2016, I took a temporary position Area Manager which also included the Engineering Manager responsibilities.Responsible for: Operating Budgets: >$300K/month(22) Salaried Employees - Supervisors and Manufacturing Engineers (135) Hourly Employees - Machinists and Operators including Union and Seasonal Employees 2015-2016 - Milwaukee-Eight™ - Supported (5) New Product Launch teams to successfully launch the new powertrain components while maintaining current production of the Twin Cam. 2014 - Implementation of Continuous Improvement System – This was the beginning of our current Continuous Improvement System and it is still running strong.

2009- 2010 Justified and gained business case approval for the purchase of (2) robotic cells that improved the safety, quality, and productivity performance. The total investment equaled $478K. Realized cost savings of $230K/yr of labor and an additional annual scrap savings of $44K/yr.2009-2010 Greenbelt Certification – Steel Machining Scrap Reduction - Improvements are the results of implementing a new gauging strategy and modifying the design specifications. Capability improved from <1.00Cpk to >1.33Cpk and the annual scrap costs were improved by $11K/yr.

2007 - Developed the process to replace manually loading a conveyor system with an Automated Load Cell. Total investment equaled $709K. Realized cost savings of $300K/yr. through labor reduction.2005 - Managed $2.9M project for capacity expansion in Aluminum Machining. The project was delivered project on time and within budget.2003-2005 - DFM strategies used to modify over 35 features on a new casting to improve the manufacturability of the product. This also enabled zero changeovers between material types - Realized 28% cost savings.

2001-2003 - Manufacturing Engineer for Capacity Expansion Project in Machining Implemented $15M budget and delivered project within budget. Project included complex rotary transfer machines, (7) Robots, (4) Horizontal Machining Centers and Automated Presses.

Product Team LeaderManaged $1.5 million product line, including a team of 16 direct reports consisting of product engineers, manufacturing engineers, shop floor supervisors and hourly employees.Increased on-time delivery from 38% to >85% by introducing near single-piece flow. Manufacturing EngineerManaged design for manufacturing team cost reduction team, reducing the total cost of product by 37%. Resulted in $900K cost savings for year 2000.Team leader for two Kaizen events: Created single-piece flow manufacturing cells.