Moog Flo-Tork is a premier manufacturer of pneumatic and hydraulic rack and pinion rotary actuators. For more than 50 years, Moog Flo-Tork has been offering rack and pinion actuators with the broadest torque range in the industry and was the first to design rack and pinion actuators for use in steel mills, oil refineries, and natural gas compressor stations.Working with our customers to match the proper product with the proper application, Moog Flo-Tork has gained a reputation for original approaches to motion design technology. Engineers around the world rely on us to solve their critical motion control requirements.Moog Flo-Tork products are extremely durable, rugged, and designed to last, increasing productivity while minimizing costly downtime. We offer solutions that assist in the manufacturing of steel, to the strengthening of the human body. Other applications include eliminating actuation maintenance problems in oxygen separation plants and providing actuation durable enough to withstand the storm waters of Hurricane Katrina. Moog Flo-Tork is also pleased to be the primary supplier of hydraulic rotary actuators for America’s fleet of nuclear powered submarines and other naval vessels.

• Led Military Value Stream in addition to Site Quality Manager duties - Develop, train, and coach team members on Lean Principles - Facilitate Kaizen Events and Tier 2 Reflection Meeting - Communicate Lean Strategy• Organized relocation of A&T area from building 2 to building 3 to improve flow

• Led Quality Department (9 reports – 4 QE’s, 4 Inspectors, 1 Administrator) with $1.2 million dollar annual budget• Directing several continuous improvement teams (MRB 3.0, Tiger Team Scrap Reduction, and Supplier Quality)• Managed the expansion of the Inspection/Quality area to new central location ($116K) • Championed MRB Lean event which resulted in reducing MRB disposition time from 42 days to 0.6 days• Created the Quality Future State Strategy for the 3-5 year site plan (1st for the site)• Revamped the Corrective Action Program and implemented 8-D RCA training (1st CAB meeting for site)• Justified and acquired needed equipment to improve the capability and reduce risk for the quality department (New Automated Bridge CMM, Particle Counter, Water Content, etc.)

• Managed the entire Quality Management System (QMS) at site and became part of the Space & Defense Quality Leadership Team• Justified and procured a programmable portable CMM which reduced first piece inspection time by 25-50 % • Changed layout in the inspection area to improve productivity, morale, and safety

• Maintained and controlled the calibration of shop, inspection, and personal tools (>2000 tools)• Supervised inspection department to maintain flow of product while adhering to MIL-I-45208A• Created programs for computer controlled CMM’s and used hand tools to inspect Military and Commercial parts

Wayne Dalton is an International manufacturer of residential and commercial garage doors. Wayne Dalton's largest manufacturing plant sits just across the street from its original site in Mt. Hope, Ohio. Consisting of 50,000 square feet of tinted glass and steel, the Corporate Office won statewide architectural recognition for its design and how well it was integrated into the rural countryside. The company's 900,000-square-foot manufacturing facility is also located here. From its windows, views of the Amish farmers working three-horse teams serve as a constant reminder of the practical values, craftsmanship and work ethic which has contributed so much to our own success.Since its inception in 1954, Wayne Dalton has become known as a company with innovative ideas which far exceed industry standards. Often, Wayne Dalton is the only source for the latest garage doors. Because the company has always maintained a staunch commitment to developing innovative new products, Wayne Dalton is now a leader in the garage door industry.• Implemented successful moving of production from Sterling, Illinois plant to Mt. Hope plant• Staffed and managed a new startup line to exceed timeline goals by several months• Picked up additional supervisor duties of RFM and Track departments

• Created Router production sheet to serve as a performance metric and benchmark• Designed and orchestrated Designer door line move and layout – doubled throughput

• Utilized quality tools to describe defective characteristics (1st Control Chart on WFL)• Led departmental Safety Program which yielded 27 implemented ideas which significantly reduced accidents

• Implemented corrective action request system• Facilitated Policy Deployment program• Created CSF & Bumped Shipment database