Responsible for all aspects of Engineering, Operations, Quality, Regulatory, IT, and Purchasing.

Responsible for all aspects of Operations, Procurement, Quality, and Engineering.

Responsible for all aspects of operations (planning, procurement, inbound logistics, warehousing, manufacturing, outbound logistics) in a combination of descrete manufacturing and cellular manufacturing environments.- Developed and implemented system for annual appraisals and merit increases- Developed cell visuals to emphasize planned vs. actual performance as well as problem identification and countermeasures- Developed inventory analysis tools that pull from the ERP system to show excessive and aging inventory- Conducted training on various leadership topics and Lean Manufacturing curriculum- Designed a kanban system for packaging materials to reduce inventory while minimizing stock outages

- Responsible for all aspects of operations (planning, procurement, inbound logistics, manufacturing, warehousing, facility maintenance, outbound logistics, and transportation) in a rapidly growing discrete manufacturing environment.- Implemented attendance policies and standardized work schedules- Established labor standards to drive accountability, reveal process opportunities, and facilitate more accurate scheduling- Created a production scheduling tool that predicts labor requirements and facilitates regular production huddles to compare plan versus actual- Implemented Tier 1, 2, and 3 (Lean communications)- Implemented Leader Standard Work- Conducted TOC analysis and constraint management to facilitate sustained 15-20% year over year growth

• National responsibility over continuous improvement efforts in 90 facilities across the country• Fully responsible for a nationwide lean transformation in a brownfield environment (developed and performed training, developed lean certification programs, recruited and coached lean champions in each facility, developed and executed our corporate lean strategy, lead cross-functional Kaizen events, deployed A3 thinking, led implementation of Leader Standard Work)• Performed transportation and performance studies leading to the identification of $300,000 annual savings• Implemented pull systems to reduce average order throughput time by 75% and reduce variation of throughput time by 50%• Performed operational and financial analysis of other companies and made recommendations for potential mergers and acquisitions• Extensive data mining and data analysis to identify quality and productivity variances from plan• Applied Six Sigma methodology to measure Cpk of the pick process by associate and improved capability from 0.8 Cpk to 1.33 Cpk by mitigating sources of variation• Implemented SPC charts for process inputs to better manage our customer’s CTQ outputs • Assumed responsibilities for the Director of Quality during that position’s vacancy• Trustee on the Board of the Charitable Foundation

• Led continuous improvement efforts for a 600,000 square foot warehouse with ten direct reports• Developed labor standards and performance management tools that contributed to a 20% improvement in labor productivity• Led the national operational excellence team to facilitate improved productivity in 31 facilities• Performed Pareto analysis and root cause investigation to identify and eliminate quality errors and in-house damage (30% reduction in errors)• Developed and conducted managerial leadership training featuring a curriculum of various strategic and tactical leadership principles

• Taught college mathematics while earning my MBA• Honed presentation skills with several hundred hours of classroom experience• Proven ability to help students comprehend concepts that were difficult for them to understand as evidenced by a successful pass rate on standardized testing that was 20% better than the department average

• Generated pro-forma and historical financial reports for businesses and then forecasted financial performance to develop income capitalization valuations • Deployed multivariate regression analysis to create models that predicted property values based on empirical evidence• Inspected and analyzed facilities to develop cost of replacement models that contributed to valuation determination

• Operations manager - Led a plant with a $76 million annual cost of production and 500 employees (directly managed a maintenance supervisor, an operations excellence manager, and three production superintendents, who managed eleven production supervisors and two process engineers)• Production superintendent – Led the assembly and injection molding departments (200 people, including 4 supervisors and 2 engineers) with a $36 million annual cost of production• Leadership – Organized and conducted weekly supervisor training sessions that focused on core supervisory skills, continuous improvement, and leadership principles• Lean Manufacturing – Originated and led Kaizen events and associate training sessions, developed Kanban systems to improve product flow, implemented 5-S, coordinated TPM, created Standard Work procedures, and developed Pokayoke methods to prevent operator error• Visual Factory – Implemented Visual Factory to show production trends, process variation, identify resource requirements, and improve communication between shifts• Toyota Production Systems – Led the implementation of Team Leaders, modeled after TPS• Process Improvements – Developed metrics to track machine efficiency (OEE), labor efficiency, quality, and scrap; then performed a Pareto analysis to focus process improvement efforts on a regular basis• Continuous Improvements – Championed the continuous improvement efforts of my department resulting in the following improvements: 15% improvement of labor efficiency, 13% improvement of schedule attainment, and 73% reduction in non-conforming product rejects• Constraint Management – Performed line balancing, optimization using linear programming, and applied Theory of Constraints (TOC); resulting in a 28% increase in throughput• Prepared and managed annual capital and operating budgets• Collaborated with the Engineering and Validation departments on new product/equipment introductions

• Championed the continuous improvement efforts of my department resulting a 78% increase in throughput, improvement in labor efficiency from 70% to 102%, and reduction of OEM quality defects by 58%• Similar lean manufacturing and process improvement responsibilities as previously described• Performed value stream mapping and implemented a new plant layout to improve product flow

• Established preventive maintenance program based on statistical modeling and optimization• Organized and conducted numerous Kaizen events: established Kanbans ($300,000 WIP reduction), implemented 5-S, and introduced SMED in the molding department to reduce changeover time by 50%• Developed a database to track efficiency, downtime, and scrap; determined the related cost of poor quality• Performed time studies on high volume products to establish more accurate labor standards and BOMs• Identified, implemented, and tracked process improvements and capital projects • Managed the pilot line for a $93 million product introduction and assisted in the design and validation of equipment for the manufacturing of new products

• Responsible for scheduling, planning, adherence to operating budgets, product quality, manufacturing performance, and resolution of personnel issues• Developed and implemented Flexible Manufacturing to improve customer service• Responsible for continuous improvement, engineering changes, cost reductions, capital budgeting, product development, and SPC.