Part of the leadership team that moved the ARE business from a low profitable business to one of the highest EBITDA businesses in the Realtruck Portfolio in less than 16 months.

Supporting CBS implementation at sites throughout the world.

Responsible for all Continuous Improvement, Lean Activities for the North America Oil Free Rotary Value Stream• Developed human resources to fill open roles and promoted internal talent to create pipeline for future growth• Implemented IR BOS to assure standardized process and consistent application.• Coached staff and operators on A3 problem solving methodologies to assure good root cause problem resolution

Attending networking events Researching Industry Leaders Tracking Industry Trends Participating in Industry Discussions

Responsible for directing all Lean Continuous Improvement activities for 8 Business Divisions and 25 sites.• Reduced DSI from 74 to 62, (10M dollars) as a result of training and coaching the Division staff in use of A3 problem solving.• Increased On Time delivery ten points to all time historical level by mentoring staff on use of A3.• Drove high level Parker strategy as a lean Sensei for Division staff.• Provided clear direction for all staff levels through use of Hoshin Kanri Planning/Strategy Deployment process.• Increased inventory forecast accuracy to meet goal of 1% with focused training on best practices.• Implemented Parker’s WIN Cert (Shingo style audit) Lean methodology as a result of conducting continuous improvement audits at all sites.• Created improved visibility for Division/Group staff through use of standardized visual management tools at all sites • Increased team interaction, sharing of best practices, with Yearly/Monthly Division Lean Manager’s meetings • Improved Lean, Quality and Supply Chain effectiveness via Instrumentation University (INGU) training programs across all divisions.• Reduced lead time by 40% for quoting processes with the use of front office/Lean Enterprise Kaizens.• Increased communication between division Lean and Quality Managers for each of their respective disciplines as a result of monthly web meetings.• Insured achievement of corporate lean objectives by acting as communication conduit to Divisions for their Lean and Quality direction from Corporate.• Increased LISC to 93% from low 70’s for valve bodies by implementing Heijunka system for IPA 5 day program.• Reduced part shortages 30% to assembly by creating 1st loop Kan Ban system for Runner and Repeater parts.• Eliminated waste of motion through creation of Point of Use 2nd loop Kan Ban system.• Accomplished single point scheduling using 3rd loop Kan Ban system.• Assured 1st loop Kan Ban part availability by conducting supplier on site visits.

Implemented new ERP system in first 6 months of employment. Responsible for Purchasing, Production Planning, Warehouse/Inventory management• Leader of lean Kaizen events and Continuous Improvement projects.• Responsible for lean transformation of production facility, resulting in an average of 30% manpower reduction, 50% lead time improvements, 70% reduction in WIP and 40% reduction in sq. footage requirements.• Responsible for aggressive inventory reduction plan, on target for 20% inventory dollar reduction in one year, 40% PO Pipeline reduction.• Developed ABC classification system, implemented maximum month of supply order policy• Created policies and documentation for purchasing and planning functions

Responsible for Purchasing, Production Planning, Warehouse/Inventory management. • Managed a total of 5 distribution centers • Developed Forecast management system to optimize inventory dollars.• Provided management oversight of Asian supplier network and trading partners. • Implemented Total Ownership Cost system to evaluate future suppliers.• Trained staff on MRP II system that was underutilized.

Taught APICS courses for Silicon Valley companies including; Silicon Graphics Inc., LAM, KLA Tencor, Hewlett Packard and The Hamilton Company. Courses included, Lean Methods, 5S, Kaizen, one piece flow, JIT, Master Production Scheduling, MRP/CRP, ERP, Systems and Technology, Production Activity Control and Inventory management.

Directed Procurement, Materials Management, Customer Service, Shipping, Receiving, Production Planning and Scheduling. • Led transition to flow manufacturing environment (heart pacemaker capacitor filters) resulting in reduced lead time. Supported all continuous improvement/ lean efforts on filter line.• Performed analysis to determine Takt time and continually monitored customer demand to assure adequate plant capacity. Reorganized procurement organization to better support flow cell/product lines.• Reduced order Backlog by 40% during high growth period.• Integral member of management team that grew business revenue by 150% in an eighteen month period.

Managed Procurement, Production Control, Production Planning and Inventory Control organizations including stockrooms and warehouses.• Team leader responsible for continuous improvement transition of Pipette product line to one piece flow methodology. Created daily build schedule tied to prior day’s customer demand. Production area rearranged from a batch design to a small lot, then one piece flow environment. • Taught training classes using APICS curriculum for JIT, 5S, one piece flow, inventory management, error proofing, ERP/MRP, production planning and S&OP process. • Implemented a Total Ownership Cost (TOC) pricing model for procurement reducing life cycle costs by 20%.