● Responsible for the execution of supply chain process during the Global Vehicle Launch Process for multiple vehicle programs. ● Coach and mentored 6 material launch coordinators and 3 indirect industrial engineers.

● Led a team of 3-4 group leaders and 132+ represented team members on first shift.● Responsible for the creating and implementation of supply chain processes throughout Factory ZERO, as the plant was re-established from the ground up. Included standardized work, dock boards, safety observation tours, cycle counting, and scrap.● Developed an on-boarding package for represented team members and on-boarded 132 represented team members.●Safety: Established the Pedestrian In Vehicle (PIV) Committee and Workplace Safety System governing programs for Workplace Safety Systems and Transportation.● Implemented Warehouse Management System, including standardized work and root cause analysis from dock receipt to line side delivery.● Championed manpower estimation and cost/budget for the Supply Chain Department.● Supported development of Global Manufacturing System (Lean Mfg.) by championing FIFO, LeanMaterial Flow, Scrap, and the Leadership Wall Reviews (2023).

● Coached, mentored, & led 6-10 Material & VAA Processing Engineers.● Led team to develop strategic material plans along the Global Vehicle Development Processtowards future vision & obtain approval for program investment and strategy for North American assembly plants.● Led Manufacturing Complexity Cost Baseline Targets & Process and embedded into standard work.● Host VAA Strategy Approval & Execution along the GVDP and drove issues to closure.● Supported Lean Material Strategies Globally by hosting monthly collaboration meetings and attending global launch/peer reviews.

● Coached, mentored, & led 5 Exterior CMEs to drive manufacturing requirements into product designs through cross-functional collaboration.● Managed Department Budget.

Worked cross-functionally with engineering, program management, manufacturing engineering, container engineering, etc. to ensure manufacturing requirements were adhered to during the vehicle development process for Corvette. Drove resolution when manufacturing requirements were not met. Maintained department budget.

Responsible for identifying waste and optimizing material flow throughout General Motors' assembly plants. Deployed kitting, sequencing, and other lean principles across assembly plants in North America on-time and on-budget through utilization of project management, team work, and collaboration. Supported Wentzville, Fort Wayne, Flint, Arlington, Lansing Delta Township, and Lansing Grand River.

1. Ensure on-time delivery from suppliers through 5 logistics planning analysts2. Improve delivery performance to customers from 80% to over 90%3. Reduce inventory on hand by $60 million (40%)4. Manage consumption of rough material purchased at a discounted price ($12 mil)5. Improve, own, and run S&OP process6. Reduce work order and purchase order grief on a weekly basis and sustain7. Identify and participate in key initiatives to deploy SAP

Participated in the Manufacturing Professional Development Program (MPDP) to gain technical and leadership skills in various divisions within the company. Cross-functional experiences include process engineering, design engineering, union shop supervision, and supply chain planning.

•Increase delivery performance from 85% to >95% on-time delivery performance to customers and sustained •Use MRP to create production schedules for 10 different machines•Forecast and order raw materials; eliminated all expedited orders to decrease costs•Collaborate with Suppliers to ensure on-time delivery•Communicate with Engineering to phase out/in engineering changes •Collect and update systems and inventory to covert MRP to SAP•Analyze future demand to determine capacity constraints

● Lead 40 production team members to execute assembly and fabrication processes to meet scheduled build and ship dates across three different value streams.● Identify and mitigate potential safety risks and embed safety into the work culture.● Identify and resolve quality issues through appropriate teams.● Exceeded budget and met cost objectives.

Deploy APQP tools across multiple product groups to help new product development teams identify and mitigate risk. Tools include: boundary diagrams, interface analyses, and Failure Modes Effects & Analysis.

Associate Manufacturing Engineer - Advanced Operation Technology, Assembly R and D Group● Provide technical assistance to help local Illinois facilities implement the CPS principles, especially Drive Standard Work, to promote a cultural change. ● Develop work instructions for Tier 4 after treatment modules and a mistake proofing method for the assembly process. ● Update and create new manufacturing practices and processes to be used across Caterpillar.

As a mechanical engineer at Design Group, I analyzed the budget, labor , and schedule progression for the Pepsi Arc Flash Compliance Project, as well as developed Request for Proposals for Tropicana. I also developed a tutorial for the software, TOPS, after teaching myself its function and tools. I created several templates for standard operating procedures, budgetary proposals, and executive pricing summaries, and developed an internal OEM reference website. Lastly, I visited multiple facilities to conduct on-site as-builds and documented in AutoCAD.