Kambium Inc. is a woodworking manufacturer that provides engineering, contract manufacturing, and assembly solutions primarily for wood and laminated components.■ Manage the scheduling of production processes from start to finish, ensuring efficient utilization of resources.■ Strategically determine the most efficient methods for plant workers and equipment to meet production goals, optimizing productivity.■ Supervise a workforce of manufacturing employees, fostering a culture of productivity and accountability.■ Oversee complex schedules, including the delivery of raw materials, manufacturing time, transportation, and storage of completed products.■ Collaborate with various departments to ensure budgetary decisions align with financial constraints and prioritize safety throughout the production process.

Industry leading testing and sensing solutions within the automotive, military, medical, and energy industries.Recruited by MTS Systems Director of Operations to orchestrate and develop the performance within the Actuator and Testing Departments. Challenged to improve the on-time delivery of complex custom assemblies, employee efficiencies, and overall Department Quality. Forged several areas comprised of 52 employees through 2 team supervisors, 3 manufacturing engineers and 1 scheduling planner across various production areas.■ Increased on time delivery from 69% to 94%. Partnered with other department leaders throughout the company with processing orders and improving scheduling alignment. Implemented the establishment of additional weekend shift that decreased over-time costs while increasing production workload.■ Implemented new visual boards within the department throughout entire manufacturing areas. KPI and scheduling visuals were successfully operational within 30 days and adopted as standard practice by senior management.■ Planned and executed expansion of Actuator department due to increased customer demands and lead times. ■ Increased production and capacity by 23% in Actuator Testing within 6 months. Success was driven by means of cross training and newly implemented blended training.

Chosen by leadership to assume the role of general manager for newly acquired Fridley business. Charged with driving a complete transformation of operations to improve on-time delivery and mitigate potential loss of key customers. Develop and oversee the execution of strategy to ensure the achievement of quality, delivery, and profit objectives. Hold full P&L responsibility for the division comprised of 65 resources through 6 team leads across engineering, production, assembly, purchasing, sales, and customer service departments. Plan and manage capital expenditure, tooling, and reconstruction budgets of $2+ million. Member of the Safety, Process Improvement, Lean Principal, and Preventative Maintenance Management Committees.■ Improved on-time delivery from 68% to 98% within 6 months that resulted in a 20% increase in sales within the 1st quarter with a projected increase to the project pipeline through 2017. Defined a highly aggressive process improvement plan that increased overall efficiency of operations. Established a second shift, cross-trained employees, and drove the adoption of new standards that enabled the achievement of delivery goals without impeding quality.■ Achieved a 99% new purchase order success rate. Established effective models for approving new customer purchase orders, responding to requests, evaluating existing orders, assigning daily goals, managing customer changes and demands, and addressing capacity issues.■ Delivered thousands of dollars in savings for equipment maintenance repair services by leveraging internal resources and guiding the adoption of previously developed preventative maintenance model. ■ Managed the reconstruction of the Fridley plant within budget and one month ahead of schedule. Partnered with the contractors to design and implement new layout, electrical and mechanical systems, offices, and equipment. See Resume for more details for other divisions

Originally recruited as Manager of Manufacturing for a newly integrated division. Promoted and charged with increasing profits, improving the on-time delivery of complex parts, and integrating 2 separate Tru Machine and MicroGroup Blane businesses into a centralized organization sharing common systems, processes, policies, and best practices. Held full P&L responsibility for the multimillion dollar division of 90 resources through 7 direct reports across sales, engineering, production, assembly, purchasing, and customer service.■ Increased the division’s sales from $11 million to $15 million, and on-time delivery from 83% to 94%. Partnered with other division leaders throughout the company with processing orders. Oversaw the establishment of additional shift that slashed costs while increasing production workload.■ Implemented a tool crib management model that was adopted as a standard by corporate. Recruited dedicated resources to set-up, track, and manage a portfolio of tools for the production environment.■ Drove the replacement of 30 tooling vendors with a single supplier model that was recognized and adopted as a best practice by corporate.■ Credited with successfully onboarding newly purchased MicroGroup Blane into operations. Planned and managed the integration of systems, resources, and processes with corporate standards.■ Instituted a culture of transparency and communication across the newly integrated division that increased collaboration and achievement of goals within one year.

Recruited to optimize manufacturing operations of newly acquired business by Multisource Manufacturing.■ Challenged with improving productivity, enhancing processes, reducing costs, and minimizing waste.■ Managed staff of 50 through 3 Team Leads in the on-time and quality production of precision-machined components and assemblies.