Business Leader connecting the team with the business vision and driving results with metrics and data. Key metrics are: Safety, Quality, Delivery, Inventory, Productivity and Employee Engagement (SQDIPE).- Lead Quality team to 5 year improvements of double digit quality reductions in Initial Customer Quality, Warranty defects and Cost of Poor Quality. Improvements resulted in more than $1 M annual benefit and an all-time low defect and dollar per unit.- Drove improvements and reduction of errors into the sales and service organization with data.- Data driven collaboration and resolution of chronic design quality issues ensuring the failure modes are turned on and off.- Established a high functioning team in the organization by staffing high caliber talent, driving with SMART goals and ensuring top quartile employee engagement scores.- Team delivered on standard quality activities: ASME/PED pressure vessel code, ISO 9001, Business Operating System, Braze Excellence- Customer facing for quality issues and responsible for collaboration with Technical Service field service support. Partner with cross functional teams to determine root causes and countermeasures that will resolve customer issues while balancing business needs.- Execute top level containment, supplier corrective action and focus on preventative quality activities such as PPAP, on site assessment, FMEA, control plans and early launch containment.- Transitioned Advanced Manufacturing Engineering to the business while delivering key global process improvements.

Business Leader and Change Agent for Process Engineering, Maintenance, Quality, Technical Service, Lean and Six Sigma. Managed the team through major business transformation.- Conducted similar continuous improvement activities as indicated in the MBB role.- Provided leadership for the team to focus on SQDIPE metrics and results. All efforts were focused on enabling the team to thrive including establishing the Operational Excellence Deployment Plan (OEDP). This included establishing the burning platform clear current state metrics, future state targets, gap analysis and clear plans and experiments to achieve target state. The OEDP provided a clear and concise plan captured on an A3.- Aligned business with corporate Business Operating Systems processes ensuring continuity in problem solving and focus on speed to market and quality products.- Established Mission Control including clear Value Stream Analysis and planning for focus product lines. This established clear communication, the plan and results for annual Value Stream transformation.- Established Management for Daily Improvement (MDI) for all major product lines. Collaborated with various businesses on best practices and enabled team to follow BOS standards with focus on TAKT time attainment. - Educated the team on how to solve problems with A3 thinking. This enabled problem solving at all levels in the business, including hourly associates. - Managed various parts of the team through transition to the leader vision. Included activities such as SMART metrics, Basic Problem Solving, 5S, vision and alignment to new direction.- Conducted more than 25 Rapid Improvement Events (Kaizen)

THE TRANE COMPANY, PUEBLO COLORADO Lead change agent, instructor and mentor for Demand Flow Technology, Lean, Six Sigma and Project Management. Accomplishments include:- Lean implementation for Trane Commercial Systems with project improvements in Value Streams resulting in 50% reduction in lead time, $1.5M in cash flow, labor and direct benefits. - Mentor leadership team and belts on use of tools and methodologies applied to projects and business needs. - Established a process to bridge the gap between Stage Gate and Lean Six Sigma. - Led continuous compressor manufacturing operation, improving on time delivery, productivity and output by 10%+ in less than 8 weeks.- Manage numerous projects as business requirements dictated. - Manage 4 Black Belts. Trained 50+ Black Belts, 250+ Green Belts, 15 champions, mentor 80+ belts, champions and stakeholders across regions and lead more than 40 kaizens. - Taught project management course to 30 technical professionals. - Established champion and stakeholder project status vs. goal reviews. - Lead leadership team to True North. - Implemented Training Within Industry. - Served as an expert across regional locations on Demand Flow Technology, Lean and Six Sigma training material and process development. - Manage labor productivity annual goals and project pipeline.

Provided supported for a continuous shift, 450K sq-ft manufacturing facility with welding, brazing, assembly and precision CNC machining.- Managed 15 engineers- Mentored, developed and championed staff contributing to cost reduction efforts resulting in savings of $500K+ per year. - Converted Product data management from TraneDAT to Trane PDM. - Coordinated technology transfer of RTHD to China and global change control. - Conducted Demand Flow Technology training for office and factory technicians. - Served as technical expert for Trane Commercial Systems in Demand Flow Technology, change control, and factory control software.

Used Six Sigma tools and methodologies to manage projects in Business Planning for Project Unity, RTHC Compressor Machining, Tool Pro, Medium RTAC, Small RTAA, Large RTAC Productivity Projects. Combined annual savings of more than $1.5M. Mentored eleven Green Belts on use of Six Sigma tools. Obtained certification, February 2002.

Guided Trane-Brazil through DFT Certification. Managed technology transfer of 70-125 Ton Air and Water Cooled products to Trane-Brazil. Responsibilities included DFT implementation for Medium and Large RTAC, transition between old and new products, work instructions, visual aids, line designs, product flow, resource calculations, material replenishment systems and training. Mentored six DFT engineers.

Interim team leader coordinated and coached 6 team members, including two engineers from China. Responsible for Technology Transfer of RTHB to China. Activities included project management, feasibility studies for global products, factory layout, best practices, capital expenditure planning, technical training and production ramp-up. Travelled and communicated with executive management on feasibility studies, progress of projects and timelines in Asia, Europe and Latin America.

Member of the RTHC product development team. Lead Business Transformation. Responsible for development and implementation of new manufacturing processes, fixture design, product design support and coordination with Trane-LaCrosse. Supported RTHB heat exchanger manufacturing. Developed expertise in Demand Flow and AutoCAD.