Lots of golf, some pjhotography, New granddaugther!!

• Moved manufacturing from Raleigh, NC to San Luis Potosi, Mexico. • Managed New Product Introductions for 5 new products.• Coordinated HSE activities and tracking for the site. • Honeywell Operating System Steering Committee member. • Liaison with SLP plant on new products and inter-company transfers.

Responsible for 89 people in materials, planning, manufacturing, engineering, distribution, and all other operations functions.• Increased productivity by 30% over 2 years by using hands-on process and industry techniques.• Reduced a major supplier costs by 10% - 14% through active negotiation and partnering.• Led the Operations installation of a new Sage X3 ERP system successfully.

Led 234 employees working 24/5 with weekend shifts, processing large engine and structural parts for multinational aerospace customers.• Increased output by 27% in 6 months with a 10% labor increase through Kaizen events. • Prevented union card drive and turned the worst department into one of the top three,• Trained all levels of management in leadership (Development Dimensions International).

Responsible for electronic assembly, test, repair, logistics, production engineering, and quality in a privately held $15 million electronic assembly company.• Cut DOAl system failures from 5.3% to 0.9%.• Reduced configuration design errors to less than 0.1%..• Improved on-time deliveries from 72% to 95%.

Led 185 people in Human Resources, Quality, Manufacturing, Supply Chain, and Maintenance in a 24/7 high volume, low mix thermoforming plant to bring a new product to market.• Brought the new product to market on-time and in budget.• Established SPC controls on all thermoforming lines. • Created equipment and plant preventative maintenance schedules.

After the acquisition by Coopervision, managed BAAN ERP system and enhancements in distribution and logistics in Rochester and system training in Norfolk.• Transferred best practices from Virginia to New York. • Designed and implemented system enhancements saving over $100,000 / year.• Led private labeling design and implementation team, on time and in budget.• Trained Virginia planning and purchasing in BAAN system applications.

Led all distribution, master scheduling, and logistics in the USA and the UK facilities.• Integrated US and European distribution and logistics. • Increased customer service levels from 85% to 98.7%, while SKUs increased from 5,500 to 16,000+.• Reduced transportation costs by $400,000 per year.• Improved inventory accuracy from 95% to 99.98%.• Realized a 400% increase in productivity over 3 years.• Led 7 successful multi-functional and multi-national NPI, facilities, process improvement teams.

Led a sister company manufacturing coronary stents after a major layoff.• Organized and stabilized a staff of 75 employees after a 50% layoff. • Brought productivity up to 95%.• Identified and recommended the chosen new plant manager.

Managed 240 employees in a 24/5 contact lens manufacturing operation, growing from $5 million to $25 million in sales.• Increased inventory turns from 2.3 to 5.8 while reducing backorders from 5.3% to less than 1%.• Co-led yield improvement team taking custom lens yields from 18% to 83%• Co-led parametric release team reducing lead time by 60%. • Co-led ISO-9002 team achieving certification in 6 months. • Reduced labor 45% through lean techniques.• Developed a strong management team, promoting 3 to the director / manager levels.• Appointed to the North American Sales and Operations Steering Committee.

Directed 187 operations’ employees in 24/5 high volume medical disposables in 2 facilities.• Reduced lead times from 14 days to 4 hours.• Improved MRP accuracy from 74% to 94% and schedule performance from 69% to 96%.• Supported sister plants in Europe and Mexico with a 98+% delivery performance.

Directed up to 130 employees, including planners and engineers, as company revenues grew from $50 million to $450 million. • Reduced backorders from 35 per day to 4 and improved on-time performance from 65% to 97%. • Reduced the new products cycle time by 33% while introducing 1 new product per month. • Reduced OSHA recordable accidents from 20 to 1 per year and non-recordables by 65%. • Decreased WIP by 75% and shortened lead-times from 10 days to 1. • Averaged a 15% savings annually and implemented over $1,000,000 in cost savings.