 Led a team of 10 analysts responsible for the effective ordering, processing, and delivery of over 500,000 Toyotas and Lexus vehicles per year Created and managed forecasting simulations, tools, and dashboards to monitor daily production status as well as 5+ year long term forecasting models for continued operational excellence Mentored 3 Six Sigma Green Belts to completion of their certification in operations, quality, and accounting projects Developed & implemented a production platform that enabled real-time vehicle tracking, predictive analytics on inventory & labor management, to drive down production costs. Delivered critical business plans to executive management to achieve annual objectives and was the go-to resource to assist with high-impact operational decisions Ran data-mining exercises to assist with safety & quality related recall activities to ensure maximum safety to customers, while reducing costs to the company Led operational change management efforts across 3 processing facilities Provided weekly KPI reports and fed executive management teams the data they needed for strategic business reviews Lead analyst on capital investment projects including key expansion projects to each of our processing facilities

 Managed a team of 40+ quality inspectors, supervisors, and technical training specialists to ensure the safety & quality of both our product and our work environment Initiated and led multiple customer satisfaction campaigns and safety recalls to adhere to NHTSA regulations Led and supported Gemba Kaizen activities at each facility to identify quality improvement opportunities, implement countermeasures, and adhere to control plans to sustain improvements Designed and implemented a new quality measurement KPI at the individual level that systematically tied quality and efficiency performance to employee pay Business lead on an IT project to implement a new Quality Management System software company wide to standardize processes, speed up reporting, and drive down defect rate Team lead on a new assembler training initiative to bring in more interactive, applicable, and engaging training that was more standardized across operations Standardized & uplifted our Corrective Action / Preventative Action process to manage quality containment activities, reducing the frequency and severity of quality outflows to customer hands

 Lead the continuous improvement office at SET, launching dozens of on-the-floor sprints to improve operational efficiency, reduce cost, and improve quality across 3 processing facilities Spearheaded the integration of Gemba Kaizen with Lean Six Sigma to increase the company’s toolset for statistical process control and defect reduction Administered in-person workshops for over 200 employees to teach the practical applications of data-driven process improvement in an accessible way for all backgrounds Created the first centralized and standardized company wide Kaizen database to track and share results and best practices to be leveraged in future events Introduced 5S standards to manufacturing floor resulting in 23% less waiting waste time during common installation operations Reduced transport waste by over 30% through WIP studies and reallocating associate resources to reduce batch sizes in vehicle movement

 Managed the inventory and global suppliers of over $6MM and 4,000 SKUs for the MRI program Managed with Oracle ERP system Negotiated multiple phase-in phase-out projects with dozens of suppliers and hundreds of SKUs to ensure an on-time launch of new product Reported weekly status report of critical inventory items with corrective action plan to ensure 95% Shipped Complete On Time (SCOT) metric is maintained

 Introduced Six Sigma program with dozens of Action-Workouts and formal classroom trainings for 100+ employees leading to a fulfillment rate increase from 78% to 95% Designed and implemented new operations jig leading to 25% cycle time reduction of bottleneck operation (Limbo Line) Worked directly with Environmental Health & Safety to systematize Ergonomics in each Production Project

Maintained 98% on-time order fulfillment while reducing overtime from 10% to 3%Reduced cycle time 24% through improved scheduling and shop floor rigor

 Led assembly floor layout reorganization to improve operations flow  Weekly report & update of Lean KPIs to Plant Manager

Reduced Gauge R/R error of capacity measurement devices up to 48% across 3 locationsCoordinated studies to lead queue configuration and development

Developed automated tools to assist capacity planning across 30 locationsCreated standard work for quick-service operators leading to 100+ transactions per hour