Industrial Engineer supporting the Equipment Modernization Inititative within Facilities Division of G-4, Headquaters, Army Material Command, Redstone Arsenal.- Review Equipment Readiness of 13 Government Owned - Government Operated Depots and Arsenals- Collaborate with G-8 to process projects through the AWCF CIP Plan- Chair the G-4 Value-Added Equipment Working Group to give guidance to Commands on scope of EMI project and equipment to be reviewedTraining:G-8 Resourse Manager Workshop - 2018Army Working Capital Fund Basic Training - 2019

Provided Process Engineering Support to Assembly Line 3 – a 3-shift, 24 Job per Hour (JPH) F-150 frame assembly process consisting of 142 Fanuc Robots and 39 Union Operators per shift • Maintained daily process metrics to identify opportunities and champion solutions to improve JPH gain• Chaired Daily Specialty Team Meeting to foster collaboration between production and support leadership, which included Maintenance, Quality, Logistics, and Assembly Coordinators - Established Standard Work for the meetings to insure equitable time for this cross-functional team• Engaged Specialty Team members to use Toyota Production System problem solving tools to resolve issues - 8-step problem solving A3s, QPS, PPS, and 8D preparation for Ford Quality Reports (QRs)• Designed monthly report out A3 to present to staff that set the standard for the Assembly Organization - A3 report aided individual teams in setting goals and showing progress in JPH increase• Advocated Staff to address parts shortages to the line, which was week-after-week Line 3’s #1 downtime opportunity – on average, 2.5 JPH was lost to down for parts not being to the line• Mentored junior engineers in analyzing data to determine root causes of their respective line issues• Responsible for maintaining process documentation – Standard Work, A3s, PFMEA, Control Plan• Supported QA department in IATF 16949 documentation to secure and maintain Ford Q1 certification• Partnered with Automation, Welding, Robotic, and Simulation Engineers within my reporting organization to optimize Robot performance and weld placement• Combined operations with other work cells, eliminating a position per shift or $180K annual savings

Direct Leader of 8 supervisors and their 64 indirect reports, producing 1.5MM pounds of Custom Engineered Resin weekly on 8 extrusion lines within a 4-shift, 24/7 continuous operation.• SAFETY FIRST – Championed the team to put safety first in their day-to-day tasks Restructured Employee Safety Committee to include every shift and auxiliary department to drive safety improvement projects site-wide• Mentored team members to set quality as their priority after safety from a previous mindset of pounds first Drove FPY from historical 82% to 91% while ingredients were still off-grade and recycled • Partnered with peer reports to drive the Site Manager’s (hired 03/16) vision of Total Quality Management vision Customer complaints were at 3 per week in Q1 and reduced to 1 per week by Q3 Increased maintenance access to machines in an effort to decrease unplanned downtime

Direct Leader of 25 machinists/support personnel contributing to two business units with $60 million annual revenue. Machine portfolio included CNC Mills and Lathes producing parts of a wide spectrum of details.• Championed safety leadership within OSHA VPP – STAR facility • Engaged team to improve Productivity (direct hours) by 20% and Efficiency (hours spent to budget) up 10%• Coached team members to exceed the quality expectations of downstream customers• Mentored team members in the Managing Daily Improvement System used to resolve opportunities through the different Tiered SQDC (Safety, Quality, Delivery, Cost) boards within the plant• Participated in Kaizen event to identify opportunities to improve lead times in our machining processes• Machine portfolio included CNC Mills and Lathes producing parts of a wide spectrum of diameters and details• Participated in Lean Event to set Hoshin goals for 2015

MANUFACTURING ENGINEER (08/13 - 12/13) - ARES II Packer cost reduction Champion - Redesigned Mixed-Model line to increase rework tool throughput (one rev to another) - Coordinated fabrication and installation of safer loading method for Autoclave ovens - Monitored fabrication of new transport carts for Packers - Oversaw final installation of electro-pneumatic insert press - Championed several safety-related projects derived from employee feedback and near misses FACILITIES MANAGER (07/12 - 08/13) - Safety-driven supervisor of the 6 maintenance team members across three-building Campus * Machine Shop – CNC and legacy Lathes/Mills, along with Black Oxide plating * Packer Manufacturing – legacy engine lathes, rubber extruding, and vulcanizing * Mechanical Assembly – 3 Fracturing tool assembly lines with inline 5,000 PSI test bays - Implemented Uptime tracking system for all equipment throughout the facility - Coordinated contractors to complete special projects to improve our processes and physical facilities. SPECIAL PROJECTSMember of the first LEAN initiative at the facility, a 4 month training and transformation project that reduced production costs on the Zone Select Single Shot assembly line.

TECHNICAL ASSISTANCE GROUPDaily tasks focused on supporting the TA Group’s effort to maximize efficiency of a 24/7 chemical process used to make raw material and finished skinless frankfurter casing. Responsibilities included supporting the safety and ergonomic initiatives within the facility. SPECIAL PROJECTS- Designed and installed new casing guide prototype for new production line- Sourced and installed automated weighing solution to monitor moisture levels in finished casing- Managed MS Project file tracking Quality initiative milestones in Finishing Department

Scope of position originally was to work as a plant based Industrial Engineer reporting to a corporate IE Manager (2005-2007). Initially worked to support the merger of two separate processing plants into one building, and participated the startup of the consolidated plant. New 350,000 sq. ft. facility designed to process 2 million chickens per week for deli and fast food customers including Kroger, Popeye’s, KFC, and Sysco. During this time major accomplishments included:- Working through every department within the plant- Establishing Base Crewing Guide for entire facility- Coordinating with local and corporate HR in establishing org units and cost centers- Reviewed Safety and Ergonomic opportunities within the facilityIn 2007, the position was reorganized as a staff-level role reporting to the Complex Manager, where responsibilities and expectations were expanded to be an integral part of the management team. During this period of the major area of responsibility included:- Prepare, execute, and audit CIRs for Capital/Expense items totaling $1 million annually- Manage Weekly Plant Profit Improvement Plan and Profitability Reports- Analyze the monthly Agri-Stats data set to identify opportunities- Interpret and monitor trends in the Standard Costing System- Interact with vendors and contractors for CIR preparationSPECIAL PROJECTS- Lead team to increase WOG yield by 1.2% ($3.5MM annualized impact)- Various Labor reduction projects averaging 20 positions per year- Drove 1st processing weekly efficiency to 99.9% on a consistent basis- Prototyped new equipment and assisted sister plants in implementing new technologies- Total CIR MIRR rate of 22% for capital projects- Worked with HR to reduce turnover from 150% to 60%

Position was created to serve as a Change Agent in the company to support process improvement and implement quality program. The role served on the Management Board and was an advisor to the Executive Committee, reporting to the COO. First task beyond building working relationships with the team was to establish performance metrics for the process, including a method to measure the daily performance of each File Reviewer (Throughput Rate Based). Upon collecting data and applying Industrial Engineering tools to the system to make the first set of improvements netting:- Increased production team productivity 50%- Decreased lead time on client file from 10 days to JIT- Decreased overtime requirements 40%Stakeholder engagement was enhanced by training everyone in the company on basic Lean Six Sigma tools. This aided in the ease of Lean principle implementation. Other staff development courses developed and presented to the team included Basic and Advanced Excel.

Worked in a team/matrix environment in the NGSS Avondale Unit Manufacturing AreaParticipated in Six Sigma, RCCA, Lean, and Kaizen improvement activitiesCog IE on a $150 million project to realign production facilitiesDesigned layout concepts for new unit manufacturing hallsUsed value stream mapping to study flow of current state and justify new stateBuilt AutoCAD model of new facility integrated with old facilities, maximizing land resources and minimizing current production impactPart of first wave of Lean Six Sigma Green Belt CandidatesLearned to work in a Six Sigma team environment applying Six Sigma toolsFirst project exposed $1,000,000 in extra cost and a small implementation will save $100,000 over two years - seed project for other Six Sigma projectsServed as Cog IPT I.E. for Pre-Fabrication area (Plate and SABLE Shop) and Outfitting Fabrication Shops Area (Machine, Pipe, Sheetmetal, Carpenter, and Main Fabrication)Applied Industrial Engineering tools to improve upstream shop loading to reduce downtime of downstream processes