Nurturing one of my passions - making pure maple syrup. This journey began in the spring of 2016 with a visit to a sugarhouse in Vermont. I tapped 4 trees in 2017 and was hooked! Each year since, I have gotten more confident with the maple sugaring process. Each year, production has increased. Steward Sugarhouse is currently a hobby, though my aspiration is to grow this into a small business.

Implementing World Class Operational Excellence Processes: collaborated with peers across our Operations Center of Excellence to design and implement a Reliability Centered Production System aimed at delivering reliability improvements within DuPont’s Speciality Products Division. Leading Global Teams: led a diverse team of continuous improvement practioneers across various regions to provide support to businesses across all of heritage DuPont during the Dow DuPont merger.

Lean Production System Champion: Providing internal consulting to business partners, assisting in developing strategies, plans, and targeted programs in order to improve operational performance and build a reliability centered culture. Currently, providing support to five global businesses with a network of 100+ plant sitesLean Production System Facilitator: Facilitating events for cross functional teams to deploy strategy, improve operational performance, advance teamwork, and build capabilities. Led facilitation of an asset management optimization pilot project in one business targeted to improve OEE and production capability and provide design input for a global implementation. Experience facilitating multiple events with cross functional leadership teams using leading and managing change approaches. Led facilitation of lean events in multiple sites / units using various lean tools such as strategy deployment, adaptive and technical leadership, appreciative inquiry, process mapping, loss and waste analysis, kaizen, problem solving, 5S, visual management, leaders standard work, etc.Leveraging Best Practices: Identifying corporate and industry best practices for leveraging across plant sites and businesses. Led and facilitated a lean production system track at an internal global operations conference, with 10+ presenters showcasing best practices, operational improvements, and employee engagement. Led efforts to codified key elements of the lean production system into a knowledge management framework.Leading Change, Cross Functional Team Leadership: Led the design and implementation of a mentoring model to improve collaboration across functional support teams to serve our North American plant sites (60+ sites), solution improved collaboration and provided integrated solutions to our customers. Participated in a cross functional team that established a global lean production system assessment and recognition process.

Multi-Unit Operations: Led a multi-unit site consisting of a 350+ person organization across five operating units, support functions and a joint venture to manufacture photopolymer sheets and resins, dispersions, and chemical solutions for use in the printing and electronics industries. Responsibilities included management of agreements with two tenant operations, two bargaining units, a neighboring company, and the local community. Community Relations: Led joint Community Advisory Panel with a neighboring company. Coordinated notifications of the site’s right to operate obligations to the local government and community. Delivered over $50,000 of grants to support employee volunteerism and STEM programs.Lean Production System Implementation: Led the transformation of the site through implementation of the DuPont Production System resulting in $10MM+ of productivity improvements over a 24 month period. Implemented practices in the areas of visual management, managing for daily improvement, and leader standard work, which were leveraged across the company.

Composite Manufacturing: Led 150+ person organization to manufacture compression molded composite parts, shapes, and mechanical assemblies in support of aerospace and industrial markets. Operations included 10 distinct product lines produced using cellular manufacturing approaches. Provided direction for support functions including HR, Safety, Quality, Finance, Customer Service, Purchasing, Shipping, Technical Service, and Engineering. Supporting Market Growth: Led productivity, capacity, and delivery improvements to support growth within aerospace and industrial markets. Revenues from site sourced products grew year over year with record revenues achieved in final year at the site. Lean Six-Sigma Implementation: Advanced several lean concepts including cellular manufacturing, visual management, managing for daily improvement, standard work, value stream mapping, kaizen 5S, etc. The site delivered annual productivity improvements of 2.5%+ of revenues, through the application of lean and Six-Sigma approaches. Active in local lean networks in the Greater Cleveland area, providing benchmarking and development opportunities for employees. Site achieved recognition from Cuyahoga Corporate College lean network.

Polymer Manufacturing: Led a number of organizations across a variety manufacturing operations including batch polymerization, continuous polymerization, polymer compounding, filament manufacturing, and chemical intermediate production. Process Safety: Managed mechanically intensive processes and OSHA covered high hazard processes. Cost Productivity Improvements, Organizational Redesign: Led the analysis and design of a multi-million dollar cost reduction project. Solution design included an organizational redesign, adoption of high performing team concepts, and focused projects to reduce fixed and variable costs. Project results included a $5+ million fixed cost reduction, 15%+ reduction in variable costs per unit, organizational redesign and implementation, and combination of three operating units into one unit with 400+ employees. Reliability Improvements: Led the execution of a reliability and maintenance improvement program in a filament manufacturing area which resulted in a 20% increase in plant capacity along with improvements in safety, quality, cost productivity, and customer service levels.Building Winning Teams: Established a culture of employee engagement, empowerment, and trust utilizing high performing team concepts and focused workshops to build organizational knowledge in reliability, quality, and customers. Developed leadership capability in future first line supervisors, maintenance planning resources, and area improvement team leaders.

Process Support: Designed and developed various mechanical devices to support productivity improvements, non-routine operations, and remediation efforts across the site.