Develops Operational Excellence (OE) Tools and platforms to drive transformation across the site in CCR Operations. Drives the OE culture and delivers the OE Vision for the function and the development of OE Capabilities Provides expertise and leadership on Lean Principles and Problem Solving to all employees at various levels across the organization. Provides support in achieving the operational productivity targets and identifying Best Practices opportunities. Works to achieve a sustainable continuous improvement site culture. Collaborates with regional network in order to communicate benchmarking methodology. - Develop process improvement initiatives (e.g., supplier business processes and practices) in order to benefit the CCR system and Customers by directing supply chain activities, involving external suppliers, functional peers, customer teams and/or cross-functional teams - Review facility capability and environment (e.g., technology, systems, quality, cost, efficiencies, yield, Warehousing & Distribution) in order to recommend process improvements. - Implement supply chain programs (e.g., quality service Cell, optimization, Warehouse Optimization) in order to improve beverage quality and supply chain efficiencies - Document current state processes and business systems and compare to benchmarking data and/or best practices in order to identify performance gaps. - Provide direction, leadership and coaching to members of a project team you are leading.

Resumed the duties of quality manager at Rexam in Kent, WA as described below.

Interfaced between the paper mill and its customers to resolve customer issues and institute trials of new paper products. The routine duties of this position included addressing quality issues, transportation issues, assisting with improvements at the mill, as well as, at the customer’s plants to provide optimum product utilization. My responsibilities included supervising 29 hourly lab employees, coordination of product changes and trials, attending customer meetings, problem resolution, claims negotiation, product disposition, and visiting customers with issues.

Continued to work in the aluminum can business and was the principle customer point of contact for five can plant customers on the west coast including my previous place of employment with a total of +$400 million in sales volume. Routine duties of this position included addressing quality and transportation issues, assisting with improvements at the mills, as well as, at the can plants to provide optimum product utilization. My responsibilities included coordination of product changes and trials, conducting customer meetings, problem resolution, claims negotiation, product disposition, and visiting the customers routinely with a 90% travel requirement. Our Logan plant had a large volume of claims and returns. After improvements to the customer’s processes, we successfully processed over $2 million worth of previously rejected aluminum.

The objectives of this position were identical to the previous Texas assignment but involved direct support of our five main customers in the Northwest and Canada with quality issues, transportation issues, and product utilization. My routine duties included being the main customer contact, conducting semi annual customer meetings, problem resolution, and visiting the customers monthly. In 2002, the Kent plant was disqualified with one customer and had two other customers that were very upset with our quality. In the last four years of the position, Kent's total claim dollars were reduced to $840 while sales exceeded $250 million, as well as, increased customer satisfaction to the highest recorded levels in the plant's history.

The main goal of this position was to ensure that the plant was meeting or exceeding the customer's expectations. This was accomplished by assuring that the procedures wereimplemented throughout the plant, performed uniformly, and reacted to when the process exceeds the specification limits. Developing customer relationships and trust was another key role for the quality supervisor. During my entire tenure with Rexam at the Longview, Texas facility, I was the only contact for all federal, state, and local environmental agencies. Another primary focus of this position was directing and training twelve quality inspectors as well as reducing the number of quality complaints. In nine months the plant reduced the number of customer complaints by 75%.

This assignment involved maintaining the plant's utility services and several processes in the plant. This position involved keeping the existing equipment functioning and upgrading equipment in the plant. Another function of the job was reducing the chemical usages in many of the plant's processes. There were four hourly employees that reported to me. I helped to reduce the plant's water usage by 40 million gallons, which saved $200,000 per year.

The principle responsibilities of this position were maintaining a preventative maintenance program, coordinating shutdowns, responding to critical equipment breakdowns, serving as acting maintenance superintendent, and various improvements. The PM program was designed to ensure the $150 million in capital equipment was available for production use 95% of the time. The scheduling aspect of the job was to plan for 7 to 10 day shutdowns with 100 to 200 jobs to be performed during the outages. The breakdown repairs required that key pieces of machinery that failed be put back into service by any means possible.