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• Lean / OpEx and Project Management consulting primarily supporting Private Equity clients• Clients include Associated Materials, Carolina CAT and Fort Dearborn• Top project involved investing $6 million across five (5) plants to develop a complex supply chain for promotional, digitally printed commercial packaging, and then managing supply chain for first 6 months to ensure successful product launches

Resource Industries Supply Management - Supplier assessment and selection - Supported suppliers with Rough-cut Capacity Planning and constraint resolution - Identified, assessed and recommended alternative suppliers for hydraulic valve actuating electrical coils.

Drove continuous improvement at (5) sites in USA, Mexico, France and Sweden producing hospital beds and accessories. • Development of ideation and governance process for $ 20 million portfolio of cost savings projects.• Launched and facilitated Policy Deployment from SVP down to focused factory level.• Co-developed program for Lean training and mentored 45 Green Belt candidates whose projects collectively saved $3.2 million. • Taught courses in Value Stream Mapping, Problem Solving, Transactional Process Improvement, Variance Reduction Daily Management and other Lean/Six Sigma skills. • Facilitated factory and business process kaizens with teams across the corporation including: commercial, planning, logistics, IT, operations, and sourcing yielding significant process, productivity and cash-flow improvements. • Partnered with corporate communications team to develop and launch CI messaging and intranet site. • Organized benchmarking trips resulting in new employee engagement programs and other learning.• Facilitated development and launch of new Hill-Rom operating system. • Member Operational Excellence (OpEx) assessment team.o Supported development of Lean roadmaps at each site.o Two facilities moved from Bronze to Silver in OpEx maturity, and one won prestigious MEDEF Operational Excellence award in France. o Assessed, benchmarked and shared best practices with facilities outside my business unit. • Supported “Treasure Hunt” green initiatives saving water, energy, and reducing dunnage.

Led a team of engineers designing the supply chain and in-plant logistics for a greenfield Caterpillar facility. Responsible for PFEP including: designing supermarket areas, kanban systems, dock-to-POU plans, and material movement for 14,000 part numbers and 100+ POU locations. Provided specifications for SAP implementation. Collaborated with Caterpillar simulation teams to model and validate designs. Successfully passed three client design review gates and obtained letter of appreciation.

Provided customized training, consultation and facilitation services in the areas of Lean training, Kaizen workshops and Business Process Improvement for clients: Wheels, Inc. in Des Plaines, IL and Milton Manufacturing in Chicago, IL. Achievements:• Conversion of driver communications to 90% email saved $ 73K per year at Wheels Inc.• Vehicle location and acquisition process time reduced 60% from 13 to 5 days.

Responsible for Manufacturing Engineering, CNC Programming, Tool & Die, Equipment Maintenance and MRO purchasing with a total of 16 direct reports, supporting both metalworking and woodworking operations. • On-time installation and start-up of approximately $ 2.7 million in new capital equipment (including a fully automated “lights out” turret/ laser combination press, a welding robot, and a CNC panel bender)• Implemented a structured PM (Preventive Maintenance) program that doubled the number of PMs. • Complete relocation of entire woodworking operations without impacting production and on-time delivery.• Supported new product launches.

Selected to join small strategic team charged with creating new business unit for producing composite building panels, using innovative (air laying and non-woven) process. Led capital planning and served as lead author for $12 million business proposal submitted to board of directors. Oversaw process development for converting, finishing, and packaging operations. Directed equipment installation, commissioning, and start-up. • Created specifications packages and obtained quotes for plant, manufacturing, and material-handling equipment.• Completed extensive site selection and solicitation of incentive packages from state and local authorities.• Spearheaded modeling and estimation of supply chain and operating costs. • Responsible for overall plant design, management of consultants and contractors for renovation of brown-field facility, and implementation of new plant infrastructure. • Obtained environmental and occupancy permits from state, county, and local authorities. • Implemented supply chain, quality management, product traceability, maintenance, and safety programs.

Directed manufacturing, facilities engineering, and continuous improvement (Lean manufacturing) program. Supervised tool and die machine shop, plus eight direct reports with total of 21 people, both salaried and hourly. Oversaw $2 million annual operating budget and $2 million annual capital plan. Ensured design for manufacturability, concurrent development of manufacturing processes, procurement of equipment and tooling, and transitioning of new products from R&D to production. Contributed as member of team that developed new Stage Gate-based NPD process. Led North American (four sites, two business units) capital plan and maintained two- to three-year outlook for capital and technology investment projects. • Served as key member of operations team that achieved 50% improvement in on-time shipments, 75% reduction in accidents, and 25% reduction in scrap. • Facilitated Lean transformation, with scrap reductions alone saving $750,000 per year.• Transformed manufacturing engineering department into efficient, contemporary, and contributing unit. o Implemented new engineering data management software package. o Oversaw transition from 2D to 3D CAD. • Launched record number of new product lines as member of New Product Development (NPD) team and project manager for operational aspects of new product launches. • Led numerous kaizen blitz teams that improved safety, quality, delivery, productivity, and reduced costs. • Provided training in Lean Manufacturing and kaizen execution. • Supervised two-shift tool and die machine shop, achieved positive trends in safety, quality, morale, and productivity, and came in under budget every year while successfully transitioning department from NC to CNC technology.• Contributed as caretaker manager of quality assurance department for one year. • Spearheaded numerous Business Process Redesign (BPR) teams to improve processes such as order entry, inventory management, and responding to customer feedback.

Responsible for management of the Lean Manufacturing program, reporting directly to the VP of Operations. Provided training at every level of the company from upper management to the operators, and to key suppliers on Lean Manufacturing Principles, 5S, application of Pull Production and Kanban, and Value Stream Mapping. • Met key performance indicator (KPI) targets of Lean Manufacturing program.• Supported company management in transitioning from a functional organization structure to business unit teams by designing and launching a 75 hour training program on Lean Manufacturing, teamwork and group problem solving skills for all exempt associates using both in-house and outside training resources. • Partnered with IT team to design, an electronic kanban based shop floor control and materials replenishment system utilizing bar-codes. Completed implementation in pilot cell. • Reduced warranty claims processing lead time by 30% by leading business process reengineering (BPR) team. Reduced set-up times, implemented kanbans and improved material flow by organizing and leading many kaizen blitz teams. • Implemented electronic kanban based replenishment pilot program with a key supplier.

Project Manager for start-up of green-field manufacturing facility in Reynosa, Mexico which employs 220 associates. Involved in every aspect of successful start-up, including overall budget and schedule adherence. • Specified, purchased, installed and commissioned $11 million worth of manufacturing equipment. Performed on-site supervision of contractors. Project was completed 6% below budget and on-time. • Coordinated work with facilities, environmental engineering and construction management teams to specify and install plant systems. • Worked with Human Resources for designing organizational structure and establishing labor grades. Coordinated training and transfer of know-how from US sister plant. Oriented new employees.• Brought in key suppliers to establish supply chain for major raw materials and critical spare parts.• Represented operations on ERP (SAP R/3) implementation team, including critical role in design of materials management and shop floor control system. New plant operates almost entirely with electronic kanbans. Go-live was on schedule.

GE - Medical / OhmedaImproving quality of sheet metal parts suppliersIssuing / Managing SCARs