Responsible for locations KPI's, budget, and P&L• Increased productivity by 28% via layout and standard worko Enabled plant to move to a 1-shift operation, driving over $1M in savings annually• 0 recordable safety incidents for 14 months. This is a first for the Newton facility in the last 5 years• Increased OTD from 63% to 97%• PPM has decreased from 2988 to 52• Increased retention by developing a culture of employee and community engagement. Ensured a minimum of 1employee engagement event per month and 1 community engagement event per quarter• Successfully lead the plant through external ISO audit, with only 1 OFI

Managed Omaha, NE and Hamel, MN facilities for 4 months, including P&L and budget development• Responsible for daily operations of sheet-fed paperboard plant consisting of 180 FT employees and 65 temporaryemployees, 3 Printing Presses, 5 Die Cutters, 4 Glue Lines, and 1 sheeter• Responsible for capacity planning, budget, and P&L, in addition to Safety, Quality, and Delivery metrics• Implemented Standard Work for Leads and Operators• Developed and Implemented Onboarding program• Improved Net Sheets to the Floor from 2700/hour to 3300/hour through visual workplace and lean• Onboarded 6 new Production Supervisors and 2 new Department Managers• Interim Manager of Production Control and Maintenance Teams

Led injection molding facility consisting of 31 injection molding machines and 140-170 employees• Implemented and enforced a 6S culture to improve appearance and workflow of the production area, resulting ina 30% reduction in Recordable Injury Rate, 7% OEE improvement, and a reduction in PPM from 2200 to 300• Implemented a robust Maintenance Program with electronic work orders, preventive maintenance, andAutonomous Maintenance practices• Developed and managed $35M operating budget including CapEx projects, staffing, materials, and servicecontracts• Developed a new High Performing Team, including the replacement of the Quality Manager, HR Manager,Engineering and Maintenance Manager, Production Manager, Customer Service Manager, and Plant Controller• Managed and executed during the Covid-19 pandemic and a plant closure

Led Coating and Converting Departments, serving power generation and construction industries• Performed audits related to Safety, Quality, Productivity, and Housekeeping• Led a Lean Six Sigma project which reduced downtime of a critical, constrained machine by 4.7% by refiningStandard Work with the team, and gained their buy-in

Led all aspects of production facility: Safety, Quality, Delivery, Productivity, and Profit and Loss• Implemented a structured Production Recovery Action Plan. Improved production from 50% of capacity to 87%of capacity. Further improvement plans are in place• Implemented Safety and Quality Core Value Teams, empowering employees to review metrics and processes,then develop action plans to make improvements• Reduced scrap costs by 24% through employee engagement and the use of 8-step problem solving

• Developed, implemented, and reapplied a structured training matrix and on-boarding program, which includedskills identification and career development• Led initiative to reduce quality defects by identifying and eliminating items that fell within the “Operator Error”bucket-training, improper tools, unclear instructions, etc.• Led rapidly evolving second shift team with over 100% turnover. This included the development of staffing plans,a dynamic cross-training matrix, and daily training• Developed new Group Leads and Team Leads into an autonomous leadership group

Led 3 shift operations for 4 months, including Superintendent tasks• Led internal Quality and Safety Audits with final reports that highlighted the improvements• Led 250 employees in a rapidly changing FDA-regulated industry production environment, including payroll, andnew product introduction

Led 35 cross-functional Fabrication employees, plus 3 Process Engineers, in Paint, Welding, Plating, Machining,and Sheet Metal areas• Delivered 15% Productivity and 30% Quality Improvements via Lean Process Improvement• Led Energy Go and See Team, which produced $200K Energy Savings. Activity has been benchmarked andreapplied across the organization• Developed and managed Employee Rewards and Recognition Program, which delivered over $25K in productivityimprovements and cost savings• Researched, managed, and implemented vendor-managed consumable inventory system, saving the department$100K in staffing and inventory costs• Researched, implemented, and managed $110K Capital equipment acquisition, which delivered a 9-monthproductivity payback and eliminated a serious safety concern• Led departmental ISO 9001 Quality Audit, with a successful outcome• Developed strong relationships with Teamsters Union Leaders to advance Continuous Improvement projects,while navigating the guidelines of the contract

Researched, planned, managed, and implemented plant Ergonomics and Hand-Safety programs, which resultedin 25% improvement in Total Case Incident Rate (TCIR)• Researched, implemented, and managed Site Environmental Program, including successful completion of theProcter & Gamble Environmental School• Led plant through OSHA and Key Element Assessment Audits relating to EHS and Quality• Active participant in the health care negotiations committee during union contract negotiations with the Teamsters Union

Delivered 20% Productivity, 30% Quality, and 50% Safety gains in Assembly Departments• Successfully transitioned 75 third shift employees to a self-directed workforce.• Participated in plant ISO 14001 Environmental Audit with successful outcome• Led the 9-month vertical start-up of a new technology packaging machine, which delivered a 30% productivityimprovement to the cell. The equipment was reapplied• Developed Kanban inventory system, which reduced inventories by 25% and improved delivery