- Managing relationships with multiple Contract Manufacturers to ensure product supply and product quality- Scouting, sourcing and onboarding Contract Manufacturers to meet business needs and help meet additional volume demand- Participating in contract negotiations to reduce product tolling costs and relationship terms- Supporting Marketing in the development of new products by providing technical expertise and help scouting for manufacturing options

- Managed project to onboard new Contract Manufacturer and the installation of a new line and development of a Starbucks product innovation- Supported Contract Manufacturer to increase line speed by 40 package/minute to help meet projected demand- Supported the development of the strategic vision of the Contract Manufacturing function - Developed training course to onboard new Contract Manufacturing Managers- Guided groups to challenge the status quo and eliminate waste generating over $100 million in savings opportunities in Maintenance strategies, Factory structures, Labor Policies, Demand & Supply Planning, and Logistics & Warehouse

- Led 6 month projects in 7 factories delivering over $3.7 million in cost savings- Projects improved OEE in each factory by an average of around 400 bps- Projects reduced Unplanned Stops in each factory by an average of around 400 bps

Industrial Performance Manager supporting Nestle's Ice Cream Division• Directed category efforts for Cost Reduction annualized savings exceeding targets by 29% for 2014 and 11% for 2015• Directed the continuous improvement effort strategy across 5 factories• Partnered with Category Controller and Factory Managers to manage costs and reduce spending to help reach P&L targets • Reinstated category productivity savings review to drive cost reduction and create improved accountability for savings targets• Reinstated cross factory platform teams to drive asset intensity improvements and share best practices• Coached and developed 5 factory Industrial Performance Managers to aid them in achieving their targets and responsibilities• Led strategic effort to improve OEE for Nestlé USA• Reinstated Industrial Performance College to train new Industrial Performance Engineers in Nestlé USA• Partnered in the development of category industrial performance on-boarding program to shorten employee learning curves• Developed competency in multiple factories to be able to train DMAIC White Belt and SMED training• Aided in recruitment effort of Performance Acceleration Team and initiated recruiting at Brigham Young University

• Directed the factory effort to achieve close to $10 million in OPEX annualized savings• Piloted the IPA (Identify Prioritize Assign) process to prioritize the loss analysis to set project priorities according to factory objectives• Developed multiple DMAIC Coaches to ensure appropriate resources to coach projects• Aided in sustaining the NCE gate for the factory through new assessment• Co-Led the Focused Improvement Pillar through passing TPM Phase 0• Improved DMAIC projects on-time metric• Directed the department to support production, set standards, solve issues and reduce cost

• Initiated and developed DMAIC/SMED toll gate system in Mt. Sterling• Directed the factory effort to achieve over $8 million each year in OPEX annualized savings• Supported launch of new production line • Coached multiple DMAIC projects at white and green belt levels• Aided in lifting the NCE gate for the factory• Developed capacity studies for all lines in the plant to aid supply chain planning• Participated in the monthly MPS capacity planning meetings• Worked with the finance department to create the factory budget and department budget• Directed the department to support production, set standards, solve issues and reduce cost

• Initiated or supported over $9 million of annualized savings• Led multiple cross-functional problem solving teams • Assistant Focused Improvement (FI) Pillar leader and actively participated in the development of the FI Pillar• Managed performance, manning, product set-up and continuous improvement initiatives for 3 manufacturing lines• Coached Line Supervisors in making good business decisions and resolution of production issues• Supported launches of new/reformulated products by managing preparation activities and overseeing production start-up • Coordinated packaging tests for the entire factory and worked with packaging suppliers to improve packaging quality• Aided in the implementation of Springville factory lean supply chain test pilot• Conducted multiple job pay level evaluations, time and motion studies across the factory• Developed capacity studies for all lines in the plant to aid supply chain planning

• Coached 2 teams of five senior engineering students through successful design projects• Taught project management skills, customer service skills, and communication skills• Co-taught 3 Engineering Seminars

• Worked with suppliers to ensure quality parts are being received• Supervised the production quality for Toyota Tacoma, Corolla and Pontiac Vibe car driver and passenger seat frames• Aided in 24% scrap reduction from the previous year• Worked directly with the customer to ensure quality issues are resolved to their satisfaction• Created standardize work for employees and train them to follow the standardized method• Updated and revised PFMEA and MQC (Control Plan) documents for seat frame production• Worked with Design Engineers on seat designs to improve manufacturability and quality• Conducted process audits to check for standardized procedures and identify improvements in the production areas• Coordinated Engineering Changes on all front seat assemblies- managing the changes from start to finish• Aided in the Program launch for the seats of the 2005 Tacoma (major model change)