Led manufacturing multi-shift operations. Processes included roll forming, stamping, bending, welding, sourcing, quality, and engineering for automotive and appliance industries. Change-Agent• Launched 4 new lines with 20 new stock numbers and 4 new automotive customers.• Eliminated de-burr rework processes on 3 existing lines. • Championed Lean projects for manufacturing productivity.Customer Satisfaction• Improved on-time delivery from 89% to 95%.

Operations Manager, IR Industrial Technologies - Madison Heights, MI (11/2001 to 4/2011)Led Detroit operations including 3 businesses and 2 plants with $50M+ worldwide sales. Processes included vertically integrated manufacturing, local and global sourcing, quality and engineering for ergonomic material lifting and handling, pumping and precision dispense control fluid handling and precision fastening and tightening Engineer-to-Order businesses serving automotive and general industry customers.Change-Agent• Integrated 3 independent businesses to common operating system and management.• Consolidated to single manufacturing location with mixed union and non-union direct labor.• Championed Lean and 6 Sigma and achieved 3-5% annual manufacturing productivity.• Negotiated 3 UAW contracts with net Company cost reductions.• Moved sub-contracted roll forming operation to world-class source. Improved quality to zero defects, on-time delivery from 30% to 95%.Customer Satisfaction• Improved on-time delivery from 54% to 95%.• Reduced average lead-time from 54 to 16 days after receipt of order.• Reduced quality defects and warranty expense by 35%.Productivity• Achieved 2-5% annual material savings with strategic sourcing and supplier negotiations.• Reduced administrative expenses 50% and direct work force 30% through productivity improvements and integrated work force utilization.• Reduced inventory from $7.2 to $1.9M with forecasting and material planning.

Strategic and tactical quality with annual sales $160 million, 4 facilities and 700 employees.Customer-Focused• Developed and implemented Cost-of-Quality metric and reduced external failure costs by $93K (19%) and internal failure costs by $104K (15%).• Recovered $250K revenue at target customer lost due to historical quality issues.• Led team to reduce shipping errors by 75%.Process Improvements• Improved 1st pass yield on filter line from 40% to 99.5%; installed metrics in other areas.• Led Reliability and Maintainability, Gage R&R and 8D based Corrective Action training.• Developed supplier quality scorecard and reduced quality inspection costs $195K.Strategically Aligned• Completed quality and business system assessment on acquisition candidate.• 1st Ingersoll Rand facility registered to QS9000TE and 1st facility registered ISO9000-2000. • Led executive team through Strategic Management System training and Balanced Scorecard.

Managed enclosed track rail production plant with annual sales $10M and 35 employees.• Improved revenue per employee 21% and reduced overhead costs $180K.• Designed and implemented 1 piece flow manufacturing process reducing costs $157K and cycle time from 2 weeks to 3 days and installed kanban system for aluminum extrusions and fasteners.• No OSHA recordable accidents while Plant Manager.