Directed all manufacturing, shipping & receiving, scheduling and facility efforts to achieve profitable, on-time delivery of unique, high quality products including fabrication per customer specifications.*Conducted daily Team Lead meeting to focus the staff on Safety, Quality, Housekeeping, On-Time Delivery, Team Work.* Identify and implement key safety and housekeeping requirements.* Collaborate with Engineering and Customer Support staffs to develop new tooling methods and accept projects that were previously off-loaded, resulting in improved quality, reduced cost and lead-time.* Facilitate a team effort to design and implement a protective, low cost, universal packaging system for a wide variety of newly introduced products.

Managed 7 supervisors and responsible for over 350+ associates in all phases of manufacturing.Experience in lean, continuous improvement, 5S and visual management.Proactively evaluated sales forecasts and the company's business and revenue plans, backlog, and production capacity and translated into a master plan which meet financial goals, supported sales and achieved customer satisfaction.Provided leadership for continuous process improvements across all work centers. Overseeing the operations of Production to ensure customer needs are met for quality and on time delivery.Coordinated activities of all production areas and actively collaborated with manufacturing engineering and production scheduling for maximum efficiencies.Planned and implemented action programs to achieve quality objectives. Analyzed and reported on performance results compared to goals on a monthly and quarterly basis.Identified equipment needs. Provided comparative analysis and justification for new equipment; ensured equipment is ordered, set up and ran efficiently. Assisted with assessing new product manufacturability and ensured that Production competencies and capabilities are in place for prototype and first of models. I achieved the company's monthly financial objectives. Ensured scrap and rework financial transactions were accurate. Managed expenses and unabsorbed labor to budgeted (or below) levels.Established facility requirements and ensured that facilities requirements were met for Production.Maintained clear and effective communication within and among groups, kept employees informed about department and company goals and progress. Actively participated and led several Kaizen Events for implementation of Lean Manufacturing. Resulting in a cost saving of over $3 million per year in expenses.I organized the closure and relocation of two facilities ahead of schedule with zero disruption to the customer expectations, all due to Lean Manufacturing.

Manager for Wet Processes (Plating), waste treatment and chemical maintenance team.In charge of the photo department (all artwork) as well as the Outer Layer Imaging Area.Managed 75 people.Oversaw negotiations with vendors and executive management team.Increased production from 600 panels to over 1000 panels through utilization of equipment and manpower.

In my 3 years with Dynamic Details, Inc. I was responsible for a total of 11 Managers, 17 Supervisors and 400 employees in all manufacturing phases from material release to shipping.Weekend all phases for material release through shipping, mainly focusing on quick turn products.Implemented weekend shift to facilitate the VA facility to a 24/7 manufacturing operation.Conducted all interviewing, hiring and assisted in training of all new personnel.Put into operation yield improvement teams including manufacturing, engineering, quality and vendor input.

Directed 3 Managers, 6 Supervisors and over 250 employees in all phases of manufacturing from purchasing materials to shipping product.Actively involved with purchase and implementation of DES and Mac Demid's direct Metalization (Black Hole). Paragon was one of the original beta sites in North America.Developed X-section standards to ensure quality products produced from switch from electroless to Direct Metalization.Assisted in purchase and implementation of Alterative oxide to improved process time and throughput to help develop the facility into a competitive quick-turn market.Evaluate production personnel promotions, transfers, cross training and increases in pay.Heavy interface between sales and executive management concerning purchasing new equipment to help promote growth of the company.Weekly staff presentation on average daily throughput, throughout all departments; forecasting shipments and quality/customer concerns.Conducted two daily production meetings to ensure movement of product through facility.Communication between shifts to guarantee on-time delivery and any product/quality concerns.