Responsible for safety, quality, cost, and delivery performance of the yarn conversion plant that supplies the tufting process with yarn to produce for the residential carpet industry.KEY ACCOMPLISHMENTS-utlized 22 years of automotive experience to develop visual managment approach to the plant to better understand critical KPI affecting plant safety, quality, cost, and delievery performance-Reduced total cost variance in first year within the textile industry by $6M 2022 as compared to 2021 -Direct labor variance reduced by 85% ($2M) Key actions; critical KPI monitoring, development of problem solving skills, training improvement -Yield variance reduced by 99% ($1M) Key actions( waste/scrap reduction initiatives, improved inventory accuracy -Volume variance reduced by 50% (>$1M) despite plant being shut down 23% of operating days in 22, not the case in 21. Key actions; production floor KPI tracking, efficiency improvement measures, improvements to preventive maintenanceAchieved $3.1M in cost reduction implemented in 2023.

Responsible for all operations of the plant in Morrison; Safety, Quality, Profit/loss performance, sales growth, continuous improvement, new model launch.KEY ACCOMPLISHMENTS-eliminated 100,000 SF offsite warehouse in 6 months, reduced overall inventory by 70%, -adopted lean principles in several manufacturing processes to improve variable margin by 4%,-eliminated all out of process inspection by driving problem solving techniques at the process-received corporate award for best customer quality performance in 2020 out of 45 plants globally (after removal of offline sorting in early 2020)-several processes adjusted to eliminate wip, reduce labor, and improve line balance by joining assembly and molding processes that were previously in different areas of the plant-All items above, including some other activities drove monthly revenue break even point down $6M annually

Appointed as top American producer responsible for the overall performance of the company.Developed engineering and commercial strategy that led to $4.8M in annualized raw material cost savings.Created a visual management system, later referred to by OEM customers as the benchmark, for strategies to be developed on the manufacturing floor reducing labor costs of $300k a month.

Served as the primary commercial negotiator, for both suppliers and customers, for the company since 2006.Established index with major customers utilized to support the recovery of $3M in material inflation.

The first person within the Kinugawa global operation to be assigned both areas of responsibility in tandem. Now the global “norm” in Kinugawa as a result of this success, per Kinugawa Global President.Led cost reduction teams within TEPRO as “Kaizen Champion.”Appointed the North American leader to establish sales justification for new Kinugawa plant in Mexico. The plant currently produces revenue of over $30M annually with projections within the next 5 years to exceed $80M.