• Lead a highly-technical cross-functional team of 7 to increase capacity 3x for GE’s X-ray tube production• Delivered largest cycle time reduction project to the plant in 2019Utilizing 3P methodology, visually execute project plans to achieve quality, capacity, and lead-time goals• Managed $8M capital expenditure plan• Successfully increased first pass yield by 10% on the bottleneck operation• Designed, planned and developed breakthrough TIA Janus transformation plan to rectify Quantum and Nessus/Nessus HD: for people, equipment and flow• Developed standard work for current state operations to improve throughput and utilization of production associates• Led a high-visibility leadership weekly project status meetings

• Implementation lead for new ERP system (JobBOSS)• Managed facility upgrades including new quality laboratory build• Managed new product launches including BioCut’s new 60 ton press• Oversaw product development from concept to production • Worked closely with sales to establish pricing to ensure margin establishment• Implemented ISO 9001:2008 to ensure continued success with medical customers

• Managed a $60 million tier-one automotive environment and a 22 person team• Managed continuous improvement savings of 2% of top- line sales annually• Trained at the University of Michigan in coaching and improvement KATA• Performed MRP and logistics management of raw material, shipping, and receiving• Responsible for closing a 48,000 sq. ft. machining facility under budget and on time • Ensured timely and quality delivery of parts from heat treating, machining, impregnation, plating, and shot peening• Partnered with Ford and Honda Supplier Quality Engineers on ridgid product requirements

• Implemented 5S program in a 30 year-old neglected machine shop• Increased on-time delivery by 25% in 4 months• Led Kaizen events to process map processes to reduce waste• Project champion of 1.5 million dollar capital project to machine bronze gear blanks • Managed 25 employees

• Managed 30 hourly direct employees and three team leads• Responsible for $60 million dollars in annual sales• Lead and participated in Lean events including Single Minute Exchange of Dies (SMED), Total Preventative Maintenance (TPM), 5S, Standard Work, kanban, Value Stream Mapping (VSM), and plant layout• Effectively tracked Overall Equipment Effectiveness (OEE) to monitor hourly production and pareto downtime issues• Presented department Key Performance Indicators (KPI’s) on daily Gemba walks to senior management and executive staff. (Safety, On Time Delivery, Internal Deviations, Returned Material Authorizations (RMA’s), Inventory, OEE)• Drove continuous improvement through root cause/corrective action techniques including 5-why, fishbone, and 8D. Root cause/corrective actions completed for all short falls of KPI metrics• Involved in Strategic Deployment planning and initiatives.• Implemented extremely effective raw material, Work In Process (WIP), and finished goods kanbans. Kanban system functioned off of developed lot forming board and visual level scheduling board.

• Managed 6 hourly direct reports• Managed daily production schedule, raw material ordering, finished good shipments, stocking levels, etc.• Developed and executed future plans for department including seasonal production ramp up, process improvements and staffing requirements• Implemented finished goods kanbans to reduce inventory and eliminate stock outages. (10% On Time Delivery improvement, 15% inventory reduction)• Created and maintained Value Stream Map of department quarterly to document process and identify Kaizen opportunities

• Drove continuous improvement concepts through Kaizen events to improve safety, quality, delivery, and cost.• Managed projects in wire department from concept to implementation. • Trained management and hourly employees on continuous improvement processes through week-long Kaizen events.• Developed and documented processes and procedures to improve finished goods quality and repeatability• Involved with new capital equipment purchases and implementation.• Mapped processes to identify and eliminate wastes to drive down overall operating costs.

• Drove Lean concepts and process improvements in a high-paced assembly environment• Designed and implemented new fixtures to improve ergonomic, safety and quality on manufacturing assembly lines.• Team leader on multiple Kaizen events including set-up reduction, productivity improvement, one piece flow, material parts presentation and cell design events. • Responsible for time studies, line balancing and standard work procedures in the department. Created one-up, one-down playbook for assembly line standard work.• Worked closely with the assembly process trouble shooting down processes and assembly issues.• Tracked progress of takt attainment and productivity; continually developed new ways to improve/drive improvements and problem solve productivity issues

• Member of the Time Study team responsible for determining and maintaining allowances for package car drivers• Demonstrated proficiency in project management when assigned to a project to update commit times for certain Wisconsin zip codes.• Responsible for planning and forecasting of a UPS center in Sturtevant, Wisconsin.• Trained preloaders in the Elm Grove building during a new implementation. Instructed loaders to follow specific loading and sorting methods.• Performed work measurements to determine necessary staffing needs• Responsible for semi truck forecasting for every UPS center in the state• Planned cost saving cutbacks around holiday and low production periods.• Ensure On-Time departures from hubs and determined problem areas.• Audited inbound and outbound load quality to save additional required equipment.• Monitored semi truck customer pick-up volumes to determine justification of a semi truck pickup versus a package car pickup.