• Directed the Engineering and Maintenance Teams, managing four (4) direct and three (3) indirect employees, through the successful launch of a 550k square foot greenfield expansion project. This expansion seamlessly integrated a new production line and product offering, encompassing the initial setup and parameter optimization of SAP (ERP).• Responsible for Continuous Improvement, Kaizen and Flow activities in a Just-in-Time, Just-in-Sequence (JIT & JIS) logistics center for a global Automotive OEM.• Executed cost reduction projects, yielding annual savings for the customer and generating revenue for Schnellecke through shared savings realization.• Conducts financial modeling, analysis, and invoicing for annual logistics service contract covering approximately 275 Team Members across Operations, Personnel, Safety, Quality, and Engineering.• Cultivated customer relationships and served as the primary interface for operational and strategic initiatives, including production evolution, ramp-ups, commodity changes, and continuous improvement.

• Orchestrated the Lean Six Sigma training and certification for (7) Industrial Engineers, guiding them through project definition, implementation, and savings realization. The cumulative impact of these projects resulted in a significant cost savings of $1.05MM for the company.• Led a cost savings initiative as Project Leader, overseeing the development of an existing warehouse, selection, and training of a logistics service provider (3PL), and the implementation of a commercial ERP. Achieved an annual savings of $2.1MM by eliminating detention costs and reducing on-hand inventory from 10.4 to 6.7 days. Additionally, successfully mitigated stock out of raw and intermediate materials, contributing to enhanced operational efficiency.• Designed and articulated the operational structure for the largest production operation within the facility, focusing on optimizing safety, cost, and productivity. This strategic approach played a crucial role in the successful negotiation of a Union Contract, incorporating a hybrid piece-part pay structure.• Acted as the Project Manager overseeing the design and specification of an integrated sortation system for product warehousing.

• Successfully demonstrated a comprehensive understanding of supply chain operations, showcasing expertise in procurement, logistics, inventory management, and strategic planning while serving as the back-up Supply Chain Manager.• Implemented robust data quality measures to ensure accurate and reliable information fed into supply chain analytics, and led data analysis initiatives to extract meaningful insights from supply chain data, contributing to informed decision-making.• Collaborated with cross-functional teams to integrate tactical solutions, ensuring seamless customer interactions and issue resolution. • Spearheaded the development of advanced production equipment constraint models within the integrated manufacturing process. Successfully validated feasibility, ensuring the seamless execution of the production plan from end to end.• Qualified as a Supply Chain Trainer, entrusted with coaching and mentoring personnel on planning protocols, demand forecasting, and inventory management.• Appointed as Program Manager for a pivotal product release, overseeing a significant 31% expansion in the product offering. Successfully orchestrated a seamless launch by ensuring the availability of all products for distribution at the scheduled release time.

• Effectively coordinated with cross-functional teams to ensure alignment between demand forecasting and supply planning strategies.• Successfully navigated and managed backorders, optimizing order fulfillment processes to meet customer and marketing expectations.• Converted immediate customer requirements, identified through ERP data, account manager requests, and direct engagement with sales and marketing, into actionable demand for the production facility.• Developed and maintained key performance indicators (KPIs) to measure and improve supply chain performance while managing production schedules, balancing customer demand, production capacity, and inventory levels.• Ensured the feasibility of the end-to-end production plan by rigorously validating and challenging perceived constraints, actively identifying and eliminating bottlenecks to optimize operational efficiency.• Collaborated with the demand planning team, product engineers, and investment group to contribute to the Sales and Operating Plan (S&OP) on both tactical and strategic horizons.

• Chosen as the leader for a short-term project focused on minimizing change overtime, enhancing machine utilization, and reducing lead times for product delivery to customers.• Conducted thorough root cause analysis utilizing Lean Methodology and the 5 Why method to identify bottlenecks and production deficiencies associated with customer service.• Revitalized work procedures and policies through a comprehensive review, leading to streamlined activities on a multi-functional basis. The project significantly reduced operational losses and enhanced line change capability by 30%.

• Oversaw the daily operations of the Production Management System (PMS) process, representing the Senior Operations Manager. This pivotal role played a key part in identifying and addressing daily challenges, as well as identifying longer-term opportunities in Safety, Quality, and Production.• Worked collaboratively with machine operators, engineering support, and quality assurance to successfully implement process changes, leading to a notable 19% efficiency improvement across the manufacturing cell.• Achieved certification as a facilitator of manufacturing improvement project tools, specializing in Value Stream Mapping (VSM) and Kaizen methodologies.• Attained initial certification as an Industrial Engineer following six (6) months of comprehensive program study and the successful completion of a qualifying project.

• Analyzed the flow of incoming material and successfully implemented the usage of an additive, leading to annual savings of $1MM.• Optimized the lab sample schedule based on required needs, achieving a significant annual savings of $725K.• Created and implemented daily, weekly, and monthly monitoring tools for tracking key performance indicators within the assigned area of responsibility.• Conducted root cause analysis for out-of-specification products and collaborated with a cross-functional team to update procedures and work practices, effectively preventing reoccurrence.