Frelsa Consulting LLC is a new company founded in 2015.* Providing advice and assistance across all industries and organizations to dramatically improve business functions & operations to achieve Rapid Value-added Results customized for each partner. * LEAN Production Control, LEAN Manufacturing and Management Consulting capability is based on 21 years broad experience base accross Toyota North American operations, positions ranged from Analyst through Management to Executive levels* Application of 20+ years leadership and program management experience in the US Navy and US Naval Reserves to grasp and implement innovative & sustainable solutions that enhance your bottom line results.

iFluidics is an early stage medical device company that has developed a broadly capable electro-kinetic assay platform that has the capability to revolutionize both cost and performance of Life Sciences Research and Diagnostics Industries. Working to commercialize the System and Consumables for Life Sciences and Diagnostic Industries.

Instructor teaching Masters level courses at newly formed Alfra Lean Institute. This is a comprehensive mid- to executive level program designed to enable practitioners to dramatically expand their professional knowledge and capability. Courses focus on Toyota-basedTheory and Real-world practical applications using your own company's current situation. Current courses taught: 1. Strategic Planning and Hoshin Kanri 2. Supply Chain I & II

Internal Consulting Position. Investigation, Analysis, and Improvement of floor operations applying core Toyota Production Systems tools and practices at Bodine Aluminum in St Louis MO. Standardized operations, streamlined process and work flows to achieve targeted output for post launch ramp up of Tesla parts.

Led Supply Chain, Conveyance Operations, Project Planning, Production Control, Human Resources, IT, Accounting and General Affairs/Purchasing teams for 2-plant manufacturing operation in Automotive Tier 1 supply. Standardization, Systems and Processes put in place reduced plant Overtime 25%, while simultaneously reducing delivery delays & errors 80% saving over $3million annually.

Internal Consulting Position1) Implemented and sustain FMDS (floor management and development system) plant-wide, included development of training materials, training center, and initial training cadre. Ensured 100% completion of basic training completed at GL through executive levels, supported implementation and development in all manufacturing, support and administrative areas. 2) Improved Safety Systems for Toyota's MS manufacturing plant through active initiatives to educate plant personnel, revise and introduce new programs, establish management accountability through daily reporting and monthly performance meetings, introduced gated safety management process that reduced TIR by 50% within 6 months. 3) Developed, Validated comprehensive [all functions] Safety Metrics during 2013 New Generation Corolla launch, resulted in improved safety KPI during launch, Metrics, tracking and reporting adopted in North American Region.

Responsible for Plant Manufacturing Operations, member of Executive Team, 1) Primary responsibility for Production Control, Supply Chain & Logistics, Project Management for 8 Model changes, Plant Manpower Productivity planning and reporting. 2) Additional functions included Corporate Planning and Reporting, Leading local Self Reliance Initiatives, Developed Gated Management for both 67% Plant Expansion and Model Changes. 3) Supported Toyota Production System training and application, and Visual Management (FMDS) roll out at TMMBC, management Mentor. 4) Regional Production Control Lead to standardize Processes, visualize Functional Capability, developed Regional "Dashboard"​ visualization to highlight capability, standarization, 'bench strength' across North American Toyota Production Control groups.

1) Production Control Plannning & Coordination of Operations for Toyota truck factory with multiple product lines 2000 -2003. Managing daily coordination and new product introductions. Supervise staffs of 35-80. Responsibilities included stable operation and Lead Coordination for simultaneous Launch of Sienna minivan in second production plant. 2) Additional collateral duties involved management of TMMI Corporate Strategy and Reporting, TPS Training Group, Manpower Planning and Productivity group. 3) Hand-Picked and Transferred to start PC operations at new greenfield plant in Tijuana Mexico in 2003. Developed Initial Strategy and Assisted Implementation and Development of local management and staff for Production Control, Parts Ordering, Logistics, Supply Chain, Material Handling, On-Site Supplier Launch.

Started up Accounting & Finance operations for greenfield Toyota plant in Indiana, responsible for accounting, internal and government compliance, budgeting and cost reduction efforts, financial reporting supervising staff of 16.

1) Helicopter Pilot and Aircraft Commander, received "Wings" in 1984, retired as Commander 20122) HCS-5 1993 - 1997 NATOPS, Operations, OIC. Participated or Led (6) 2+ week Detachments3) VX-1 1988 - 1990 Operational Test Director leading (4) programs including HH-60H aircraft, maintained NATOPS & A/C designations in SH-3H, SH-60B, SH-60F, HH-60H simultaneously. Project Pilot in (7) additional USN Operational Test Acquisition Programs. 4) HS-6 1985 - 1988 Junior Officer, ASW and SAR Pilot, (2) deployments on USS Enterprise, (1) deployment on USS Harry W Hill. Aircrew and A/C that won (2) Arnold J Isbell trophys for tactical excellence.