Led Strategic planning and implementation for the Phoenix Reconditioning Center – a multi-shift facility of up to 560 associates. Strategic focus on staffing, leadership development, process execution, regulatory compliance and insourcing of contract repair processes. Hands-on leadership across a large scale value stream. Implemented FIFO and improved visual controls reducing material movement and associated rework. Insourced multiple contract repair processes for significant reduction of cost and lead-time.

Planned production and ensured operational performance of 4 production lines and ~280 associates. Partnered with GM to hire and develop a bench of associates to fill openings. Identified and resolved barriers to safety, quality, delivery and cost goals and objectives. Analyzed mechanical repair labor content and drove implementation of flow process design for 15% improvement in productivity. Increased first-pass-yield by improving vehicle standards knowledge and ownership across all departments. Engaged external parts supplier leadership team to accomplish required OTD of repair parts. Partnered with GM and Reconditioning Managers to then insource parts department for improved lead-time, cost and delivery performance.

Directed and supervised multiple production lines up to 94 direct associates. Monitored and maintained operating standards and compliance with health, safety, quality and delivery guidelines. Contributed to evaluation, hiring and training of new associates and Line Leaders. Led problem solving and continuous improvement efforts. Implemented improved governance focused on fairness, mutual respect, and uniform accountability. Implemented safe work practices incorporating COVID protocols. Identified key bottle-neck to production output reducing parts delivery cycle time to waiting vehicles. Established site-wide KPI metric tracking system to support rapid problem solving and identification/ranking of improvement priorities.

Directed procurement, supplier development, product and process design, manufacturing, quality and field service in an engineer/manufacture-to-order business producing custom commercial lavatories utilizing welding, sheet-metal and solid surface fabrication. Reorganized and hired key team members in engineering, quality, materials management and takeoff/estimating needed to support growth and launch of new value stream. Reduced product design proposal lead time through implementation of S&OP. Developed and implemented autonomous maintenance practice for key equipment.

Parker Hannifin divested the division I worked for to private equity creating Nichols Portland, LLC. I was promoted to this role to plan and implement projects, systems and operating performance standards directing process engineering, quality, new product launch, continuous improvement and maintenance management functions. Provided leadership for more than 45 employees and $6 million budget in driving process development, quality/productivity improvement, and acquisition/implementation of capital assets required to support a 5-year plan of 100% revenue growth.

As Plant Operations Manager directed operating performance and provided leadership to 19 supervision and support professionals and 275 direct manufacturing associates with $40 million in salary, wages and operating expenses in a 24/7 manufacturing facility comprised of 5 production values streams. Established deployed strategies for core business value streams to achieve customer satisfaction, growth, and profitability objectives. Established initiatives, developed KPI’s and targets, assigned resources to improve safety, quality and delivery. Planned and implemented lean manufacturing and recapitalization projects to achieve cost reduction through equipment downtime elimination and productivity improvement.Implemented startup Business Unit manufacturing diesel fuel Smart Pumps for on and off-highway mobile applications. Recruited and developed team of 18 technical, support and production staff to lead customer service, procurement, quality, engineering, manufacturing operations and supplier development. Established annual improvement priorities, operating goals, internal and supplier cost reduction. Implemented lean improvement projects for assembly error prevention, capacity expansion, productivity improvement and supplier cost-out. Directly responsible for new supplier sourcing, supplier quality improvement actions, and resolution of supplier quality and warranty issue resolution.