Phase IV is a leader in the Industrial Internet of Things market, providing wireless sensor systems that monitor, store, and share data, as well as alert users when there is a problem. Phase IV is owned by WIKA, a world leader in sensors and gauges.We provide sensors to measure temperature, humidity, pressure, vibration, object presence, structural integrity, and many others. Our production monitoring sensing system is a cost-effective, easy-to-install system that counts products and stops, and tracks downtime and rate, making daily production reports a breeze, so you can easily analyze data and evaluate improvements to your results. Our predictive motor monitors alert you when a failure is imminent, giving you weeks or months of notice to plan a repair, instead of suffering a costly emergency breakdown. Medical facilities, labs, schools, stores, and dairies use our freezer and refrigerator sensors to alert them when temperatures are rising, doors are left open, or power is lost, all to avoid spoiling expensive contents and keep records to prove temperatures were maintained. Whether you need thousands of sensors in dozens of locations, or a single sensor in a field, pond, or pit in the middle of nowhere, we have a wireless sensing solution for your data measurement needs. We provide unique solutions you can’t find anywhere else, and numerous choices for storing historical data, sharing current data, coordinating data with other applications, and alerting users when measurements indicate a problem. We get crazy requests every day, so hit me with your hardest problem, and let’s find a solution.

I consulted and coached factories to improve results. -Technical and operational use of Line Event Data Systems-Operational Excellence transformation through TPM, Leadership strategy, Implementation of management systems, and Data Analysis-Engineering design for automation and improved performance of equipment-Planning and execution of capital project installation to achieve vertical start-ups-Lead Start-up efforts of new equipment and new production lines

I focused in operational excellence in manufacturing and engineering. I consulted with manufacturing clients as part of an EY/Procter & Gamble alliance that licenses manufacturing know-how externally to clients, driving substantial improvement to manufacturing plants around the globe.Much of my time was spent managing a team that transcribed P&G's content into EY's digital Smart Factory offering. With this digital content, clients have a virtual consulting presence from EY, increasing the speed of their adoption of change. I also managed the transfer of intellectual property between P&G, EY, and EY's clients around the world. This material was used by our consultants and clients to rapidly implement P&G's Integrated Work System approach at client factories. This role utilized over 20 years industry experience in P&G's world class manufacturing methodology (IWS - Integrated Work Systems which is composed of Lean, Six Sigma, TPM, Reliability Engineering, Total Quality, and High Performing Work Systems).

At Data Driven Manufacturing I delivered breakthrough improvements to manufacturing sites through a variety of tools and approaches. With expertise in equipment installation and start-ups, data collection and analysis, control system programming and infrastructure, and world-class manufacturing system management, I tackled a variety of problems at several client companies:-Assisted Fortune 500 food manufacturing company in upgrades and improvements to automated line event data collection and reporting systems using GE Proficy Plant Applications-Assisted global consumer products company in installation and start-up of numerous automation and electrical controls projects over two year time span-Served as Board Advisor to regional spice and seasoning company, assisting in the improvement of manufacturing operations-Assisted large food manufacturing company in installation of several new production lines

I managed technology upgrade efforts to prepare equipment for transfer and to minimize the risk of failed obsolete components. I supported efforts to install and start up re-located equipment in New Orleans, LA. I managed the engineering efforts required to site clear production lines from the Kansas City site in ways that facilitated efficient re-installation.

I managed both project and day-to-day needs in the areas of electrical power, automation control systems, and factory data information systems. I led a broad team of plant technicians, contract engineers, and electrical contractors. My organization implemented automated production data reporting, server virtualization, and power distribution modernization.

In this role I led the start-up of production systems to produce national distribution of Dunkin’ Donuts retail coffee, delivering 8 weeks ahead of schedule, producing 3x original volume forecast. I was also the liaison between the plant and corporate Sales, Marketing, and Product Development for new product initiatives, resolving staffing, equipment, and logistical concerns for all new products produced at the site.

IWS is a combination of Total Productive Maintenance, High Performance Work System, and Total Quality wrapped into a pillar-based program for overall improvement. In this role, I led and coordinated IWS cultural change efforts for Phase 0 and 1, coaching and developing pillar leaders, teams, and problem-solving efforts. In response to Hurricane Katrina, I led a 2 week design, construction, conversion, and start-up of a 5 lb Millstone Coffee line from an old line that was built to run product half the size. I also implemented plant-wide computer-based technical training program for maintenance knowledge.

In this role I managed plant annual capital budgets of up to $11 million. In particular, I led plant engineering efforts for new Home Café Pod making systems and 7 associated packing lines. I led the controls upgrade effort of Making operation, switching from Honeywell TDC to Wonderware Intouch, delivering the project at 20% of original outside cost estimate by developing standard templates that could be utilized by in-house resources to minimize the use of outside contractors. I led the implementation of plant-wide automated line event data systems. As part of my role, I developed feasibility designs, estimates and competitive bids for numerous potential products and projects for the plant, representing the plant in sourcing studies. I acted as a consultant to other plants to help resolve reliability losses. I organized and led operational re-training efforts (50% of plant) during a plant reconfiguration.

During this assignment I led training, construction, and start-up of the highest technology line in coffee category. I was able to plan, recruit, develop, and lead the highest-skilled work system in the facility from scratch. I developed and leveraged expertise in Reliability Engineering, Control Loop Health, Web Control, PLC Programming, and Operator Interfaces to drive technical improvements. Over a two-year period, I led improvements to increase reliability from under 60% to over 90%, the highest in category- doubling volume output, while cutting staffing in half- a 4x increase in productivity.

In this role, I managed 80 operating technicians. 12 lead technicians, and 4 managers on a 3 shift operation. While driving cost, safety, quality and production results, I led department implementation of Total Productive Management, increasing equipment reliability 5%.

In this role, I managed 5 maintenance technicians directly and led development of 10 additional next-generation maintenance technicians. I led de-bottlenecking projects on several Packing and Making operations, increasing reliability 15%. I also led the design and installation of several new line installations, increasing throughput, while automating manual tasks to reduce staffing. I introduced Total Productive Maintenance to the plant, training a department of 80.

In my first assignment at P&G, I managed 30 technicians over a 3 shift operation running two coffee brick bag packing lines. I led work design implementation in the area and developed teams of mostly new hire union operators from a traditional operator and mechanic job-based work system into a high performing technician work system operation that became only organization on site that ran without direct management shortly after my assignment was completed.

I worked 5 summer seasons at Joyland Amusement Park in Wichita, KS. I started as a ride operator and was promoted to supervisor of the amusement rides, managing and scheduling around 45 teen-age workers. My final two years, I coordinated and supervised the various corporate picnics that were held at the park.

I taught 2 Physics lab classes a week, explaining, demonstrating, assisting, and grading students in their experiments.