Ensures that purchased parts and assemblies are processed and tooled to meet optimum quality, delivery, and cost requirements. Develop and implement supplier quality work assignments by providing leadership in developing strategies to enhance the quality of incoming product while meeting corporate metrics.● Increased by 23% in a six-month period 24 New Product Supplier's scorecards for nine metrics by conducting focused Productivity Review meetings. These metrics include Quality, Delivery, New Product PPAP completion and Cost goals.

As part of the Simpler Consulting Group, an IBM Company responsible for delivering sustainable results by teaching and coaching principles and techniques based upon the Toyota Production System; eliminate waste, create value, improve process flow, and develop and document standard work, visual management and pull systems.● Completed a rigorous three-month Simpler Business System (SBS) training residency at a key health care client from March to July of 2022.● During the SBS Residency, participated in several Value Stream Mapping (VSM) and Rapid Improvement Events. And attended many Manage for Daily Improvement (MDI) tiered meetings.● My first US based client engagement was for a two-month period in 2022 where I did extensive time observations of two departments, the warehouse and the clean room kitting areas. ● Created VSMs using these time and other observations for these areas and presented for approval to four full shifts of each area. ● These VSMs identified over 30 improvement projects that were prioritized to be worked on in 2023.● Increased Process Control Boards (PCB) audit scores from 25 to 82 percent in a five-month period at a 100-year-old corn processing plant in South Africa that was recently acquired by our largest client. ● This over 200% improvement was achieved by daily plant Gemba walks and by coaching of the operations excellence team and the heads of departments.● Taught four 5-Why problem-solving sessions to over 125 corn plant salary and hourly employees in a two-month period using a hands-on training method. This 5-Why training supports improving the MDI boards beyond the 82% already achieved.● In addition to the SBS training, completed over 80 hours of other consulting training topics including SAP, Oracle, Sale Force, and other topics.

Lean Process Engineer improving the installation supply chain for customers of magnetic resonance imaging (MRI) machines around the world using Lean manufacturing skills.● Designed and implemented best practice MRI installation standard work documentation packages in 2019. These standard work packages are used for customer site equipment setups by both third party and GE install teams around the world.● Standard Work system deployed for MR installs, is now being used in 2020 for CT, X-Ray, and Ultrasound modalities.● Improved MRI install On Time to Install (OTI) 28%, Cycle Time 12% and install costs 10% in 2019 using multiple lean tools, including visiting many site, value stream mapping and standard work management.● Kaizen Leader of a multifunction team strategic strategy (3 year Hoshin Kanri ) event in January 2020 that road mapped key metrics and improvement goals for site readiness communications, inventory, OTI, and lead time metrics for GE’s worldwide MRI install base.● Created and deployed a site readiness checklist audit plan to measure project managers adherence to GE’s standard work system. Currently, leading a step by step global improvement plan to increase project managers use of the checklist and to improve site readiness at hospitals installing GE MRI units.● Activity working on multiple projects with the MRI manufacturing and warehousing teams in Florence SC, to greatly improve the accuracy and organization of inventory delivered to our customers sites. ● Major inventory and logistics project leader for to standardize the parts delivery systems pallet system for all global regions. Have also included other modalities in this project.

Supplier Development Project Engineer and Manager for over 75 Honeywell Aerospace suppliers located in five states. Honeywell Aerospace spends over $85 million per year on more than 550 part numbers with these suppliers.● Improved all 33 Wisconsin suppliers On Time To Customer Request (OTTR) delivery metric by 70% by developing and leading weekly Open Order Reports reviews and a proactive corrective action system.● Achieved a World Class Sigma level of 5.6 for all Wisconsin based suppliers by creating a very robust and active Quality Corrective Action partnerships program with key suppliers.● Completed a AS9100C tool based Process Control Planning and Execution (PCPX) project that greatly reduced the risk of a defect part escaping from a high volume supplier.● Certified as a Honeywell Six Sigma Green Belt for completing the PCPX project.

Lean Expert for four hospitals with over 275 departments and 39 clinics in southeastern Wisconsin and Northern Illinois that serve 300,000 patients. Aurora has sites in more than 90 communities throughout eastern Wisconsin, including 14 hospitals, more than 140 clinics and over 80 community pharmacies.● Project Team Leader that improved a Medical/Surgical nursing unit's productivity by 21% in a 3-month period, by implementing a Staffing Matrix Scheduling system.● Leader of 12 Lean Healthcare projects at four hospitals that generated an annualized cost savings of $2.7 million over a 6-month period.

Leader for all Lean Manufacturing Improvement activities throughout the plant and in the office. ● Kaizen Team Leader that improved monthly plant wide ISO 9001 training completion rate from 60% to 100% in a 3-month period, by implementing an improved Training Tracking and Audit procedure.● Developed a new On-Time-Delivery verification procedure that improved the shipping department's end-of-day process time by 75%. ● Increased submittals for the Employee Suggestion System 200% in one year by conducting more than 25 Rexnord Business System awareness training sessions and by simplifying the submittal process.● Lean Training sessions ranged from one-on-one sessions with new hires, three hour "Excelling in a Lean Environment" interactive seminars for 20 people, to monthly company wide meetings for over 150 people.● Commended for my ideas implemented while participating in a one week Value Stream Mapping Kaizen event that reduced Order Entry Lead Time by 80%.

Lean Six Sigma Project Leader for improvement activities supporting Rockwell Automation's Kinetix Line of Servo Drives. Extensive travel to the plant in Sumner Iowa to support these projects.● Completed a four week Lean Six Sigma Black Belt Course taught by Sigma Breakthrough Technologies, Inc. (SBTI).● Leader for a project that improved equipment utilization of a multi-line shared Inspection and Test equipment from less than 50% to 88% in a 3-month period, avoiding the need to purchase $250k in additional equipment.● Mentor to other Black Belts in Lean Manufacturing principles. This included training in Work Measurement that was immediately used on several other Lean Six Sigma projects.● Traveled to Austin Texas for a Lean Six Sigma Best Practice visit to Dell Computers. Emphasis of visit was on Dell's Strategic Planning / Hoshin Kanri process.

Industrial Engineer for the two motorcycle Powertrain Plants in the Milwaukee area that machine and assemble 100% of the Engines and Transmissions for Harley-Davidson Motor Company.● Project Leader for a 6-month $300k facility wide cross functional plant layout change that cleared room for two very large Cylinder Head machining centers. Over $800,000 in transportation costs were avoided by completing this project on time.● Created or significantly updated 100% of the labor standards for 12 Aluminum Machining Group cells and over 30 part numbers in a 10 month period, while working side-by-side with an Union Standards Analyst.● Work very closely with other Industrial Engineers and Union representatives to improve use of Lean tools on the plant floor. ● Managed and audited Kanban Card & Visual Material Pull system, that was the key project in achieving 99% On-Time-Delivery to the engine Assembly line.

● Appointed Leading Chief Petty Officer for more than 50 Sailors in Commander Amphibious Group Two (PHIBGRU 2) Reserve Unit. This is the Senior Enlisted position in a Navy unit.● Senior Command Career Counselor for more than 300 Sailors at Navy Operational Support Center - Milwaukee. ● Maintained a 100% Manpower Reenlistment rate as Command Career Counselor for PHIBGRU2 over a four year period.● Performed Funeral Honors at over 30 Navy Vet's funerals.● Participated in 21 Annual Duties. Many in overseas locations with multi-national NATO Commands.● Awarded the NATO Medal by Commander Submarine Forces Mediterranean for participation in the NATO blockade of the Former Republic of Yugoslavia in 1993 as part of a multi-national team of submarine forces plotters.● Held a Top Secret Sensitive Compartmented Information security clearance.

Responsible for all Quality, Manufacturing and Industrial Engineering processes and projects at Gardner Bender's Electrical Tools division.● As Kaizen Event Coordinator used "Plan-Do-Check-Act" (PDCA) problem-solving process to actively manage over 24 Kaizen Events per year on the shop floor and in the office. This ranged from Project Selection to 90 Day Follow-up Audits.● Kaizen Team Leader that improved two Fish Tape Manufacturing Cells productivity by 33% and Work-in-Progress by 90% in a 2-month period, by transforming two assembly lines into U-Shaped Cells. ● Material Cost Down Project Leader for one project that improved material costs of all sprockets, pulley and chains by 60% in a 4-month period, by re-sourcing to a Low Cost Country.● Key Team Member of New Product Introduction (NPI) Design Team that introduced new Fish Tape design in a high pressured 6-month period. Five Phase Advanced Product Quality Planning (APQP) procedures used for the first time.

Industrial Engineer at the 1.3 million square ft. Kenosha, Wisconsin Engine Plant that machines and assembles the 4.0L and 2.7L Engines for Jeep, Chrysler and Dodge cars and trucks.● Project Leader for a 3-month "Partner-in-Quality Improvement" event with Union and Salary personnel that significantly increased Throughput on the 4.0L Cam Shaft machining Bottle Neck operations. Over $300,000 in annual Over Time costs were avoided by completing this project.● Lead Auditor and Team Member that earn ISO/QS 9000 Certification in a 9-month period. Performed over 30 Lead Audits that found numerous corrective actions and recommendations resulting in zero findings during certification audits.● Created format, wrote & maintained to ISO Standards over 300 Standard Work Instructions (SWIs) using MS Excel and AutoCAD for 4.0L Machining Lines. Made significant improvements from text based only to exploded graphic views to over 100 SWIs on the 2.7L Assembly Line.