- Developed and led projects to save over $2.5MM in material and labor costs.- Reviewed and approved all calculations and justification savings for all cost savings projects, even projects lead by other engineers.- Took on additional responsibilities of supplier quality coordinator, allowing facility to reduce their fixed overhead costs.- Responsible for developing, setting, and maintaining through continual review, all production routings for Display and Packaging Departments. Averaged 630 new Display and packaging SKUs added annually.- Advised Packaging and Merchandising Engineers on packaging and display design to ensure best cost and manufacturability.- Redesigned processes to set routing info for Point of Purchase displays to increase accuracy of Display costing, while reducing man-hours needed to develop routings. - Developed Product Change Notice form and process which was adopted as the standard for the Newell Rubbermaid Writing business.- Developed process and forms for Costing of all new SKUs for the Newell Rubbermaid Writing business.- Responsible for maintaining facility AutoCAD layout drawing, and approving and coordinating for all layout changes to the production floor.

- In charge of off-site Display Fulfillment Center, employing 28 fulltime employees and up to 215 temporary employees.- Developed procedure for tracking, displaying, and daily reviewing key department metrics, which helped achieve 100% on time performance, 100%+ Direct Labor Efficiency, No OHSA Recordable Safety Incidents, and positive Material Usage Variance (MUV).- Redesigned material flow to increase safe pedestrian movement and to increase efficiency of trailer loading.- Developed and executed plan to annually save $400K through redesign of the Display Fulfillment Center.- Created budget development tools which were used by all the production departments. - Developed procedure for accurately tracking employee training to ensure minimized expense and maximized employee fulfillment.- Lead team in developing SAP user manual for smooth transition from the legacy system to SAP. - Reduced labor costs by $240K annually by rearranging specific machinery to create higher efficiency.- Improved safety, and reduced the workload on operators by initiating 5S program, which reduced time spent searching for and retrieving tools, material, and equipment.

- Supervised 50 full-time employees and up to 150 temporary employees.- Developed efficiency tracking program to allow department to easily and quickly identify issues.- Integral in helping department maintain 100% direct labor efficiency each month.- Supervised both 1st and 2nd Shifts for 11 months, saving company approximately $69K in salary and benefits. - Responsible for developing and tracking department budget of approximately $7MM for four years. - Developed a comprehensive training program for all jobs in department.- Developed bi-lingual training manual for Operators, and coordinated training for all new operators. - Developed and trained Lean Manufacturing courses for Hourly and Salaried employees.

Battalion S4, Logistics Officer (12/2000 to 10/2002) - Primary logistics advisor to the commander and responsible for managing battalion equipment and a $1.2MM annual supply budget.- Designed budget-tracking program that was adopted as the Brigade standard.- Purchased and accounted for all equipment necessary for the training of over 3,000 soldiers conducting peacekeeping missions in the Province of Kosovo.- Responsible for planning the equipment movement of the entire battalion for the biannual training exercise at the National Training Center in the Mojave Desert of California. This involved rail movement, sea movement, and planning for drawing equipment from pre-positioned equipment stocks. Battalion Training and Resource Officer (04/2000 to 12/2000) - Responsible for managing the training and associated resources necessary to conduct the training of a 417 soldier combat engineer battalion.- Managed an ammunition account worth in excess of $500K. Developed tracking and forecasting system to accurately predict requirements, excess, and shortfalls. Company Executive Officer (01/2000 to 04/2000) - Responsible for resourcing unit training, managing unit maintenance and operations personnel, executing company administrative procedures, and enforcing unit discipline and standards.- Redesigned the company maintenance program to improve the readiness rate of the company equipment. Platoon Leader (04/1998 to 01/2000) - Designed platoon maintenance program that enabled platoon to maintain an above 90% equipment readiness rate over 14 days of simulated combat at the National Training Center.- Developed platoon training plan to quickly integrate and train new platoon members in preparation for the defense of Kuwait during Operation DESERT THUNDER. Battalion S2, Intelligence and Security Officer (02/1998 to 04/1998) - Developed training program on Iraqi engineers to train the Battalion Officer Corps.