Global Manufacturing responsibility for Minteq International

Global Accountability and Coordination for embedding Lean Thinking and Practice throughout operations and commercial sections of the business.* Leveraged influencing others, organization development and Lean leadership competencies to drive both daily continuous improvement and Kaizen Event culture throughout the organization. Resulting in annual savings of over $40.0M per year and a reduction of well over 200,000 people hours per year in non value added work.* Implemented Daily Continuous Improvement Program globally driving daily kaizen from 37,000 in FY08 to an expected 250,000 in FY10.* Utilized Strategic Leadership to embed Hoshin Kanri/Strategy Deployment Process within global Operations. New process provided method to cascade strategies, objectives and tactics to all levels in operations.

Plant Operational and Technical responsibility with over site of 250 people, $46.0M annual cost of goods generating over $80.0M in revenue.* Led the plant transformation from large batch and queue to production based on pull from upstream operation. o Significant relocation of equipment to reduce material movement waste.o Pull systems established for all work in process materials increasing turns from six to 18.o Dock-to-Dock lead time reduction on key SKU’s by over 50%.o Temporary workforce reduction from average of 90 per day to less than 30.* Managed major environmental issue impacting neighboring homes with positive outcome for the business, neighbors, State of Vermont and City of Bennington. Developed excellent rapport with the local media.

Accountable for Plant, Industrial and Quality Engineering Departments with plant operational accountability added in January, 2003. Responsible for $152.0M annual cost of goods generating over $230.0M in revenue.* Developed Lean knowledge and practice through implementation of 5S throughout the facility.* Started TPM journey to improve maintenance at facility utilizing autonomous care workshops as starting point. OEE of Maryville plant is now best in company.* Implementation of Alkaline formulation change to save $6M in battery costs company wide.

Plant, Industrial and Quality Engineering Department Managers Accountability.

Project leader for relocation of battery manufacturing line from the U.K. to Malaysia. Responsibilities included: Budget Coordination, Physical removal and installation, training coordination, quality assurance and production prove-in.

International assignment at Tanfield Lea, United Kingdom. Responsibilities included: Capital Budget development and control, Managing Plant and Project Engineers, Managing Drafting Department.

Responsibilities included: Managing Maintenance, Development and control of Maintenance Budgets and Engineering Stores Management

Responsibilities included: Installation of new plant equipment and day to day Engineering accountability for plant operations