Following the exit of the VP of Operations, I was asked to assume the role in an effort to stabilize the business. Initially charged with reducing a past due backlog of $2MM+. Over a period of six months, through the use of immediate daily management, KPI's and kaizen we reduced the past due backlog to <$800K..

In March 2013, I was asked to lead the turnaround of this China based manufacturing facility.• Partnered with a China based law firm to execute the separation of the current plant manager. Negotiated and executed on the separation in October 2013, saving $70,000 in severance expense.• Partnered with a China based retained executive search firm to provide potential plant manager candidates. New hire in place December 2013,• Further human resource efforts have resulted in the creation of a human resource manager position (new hire starts Dec 9), identification and mentoring of an internal associate to assume the plant materials manager position (Nov 7)• Quickly developed a plant level KPI strategy focused on productivity, OOB failures, Hi-Pot Failures, Wave Solder DPMO, OTD, and Inventory $. Further cascaded these KPI’s down to cell level and work area daily management• Heavy emphasis on coupling value stream processes and creating one piece flow work cells with pull systems back through the supply chain. Those efforts have improved productivity from 79% to 90%, OTD from 72% to 86% while reducing inventory by 16%.