 Led cross functional team consisting of Operations, Materials, Engineering, Purchasing, Finance, and Scheduling in the successful deployment of ACE (Achieving Competitive Excellence) which reported monthly to the President of RLCS (Residential Light Commercial System). Directly managed 7 Engineers , 9 supervisors, and 420 hourly employees, which consisted of 10 production U-lines and production of Small and Medium rooftop air conditioners, which resulted in over 600 million in sales  Increased Schedule attainment by 12% through the use of Kaizens and Value Stream Mapping, which improved First Pass Yield from 91% to 96% resulting in $ 5.7 million dollar increase Year over Year Improved CPSD (Customer Promise Ship Date) from 89% to 94% through the use of cross functional teams identifying root causes and putting corrective actions in place. Conducted Factory tours to Customers such as Target, Wal-Mart, AutoZone, Walgreens, and Kohl’s, along with Vendors and Senior Leadership Officials on a regular basis Decreased customer backlog by minimizing the number of Skips, Partials, and Reworks produced  Spearheaded initiative to remove all Forklift traffic throughout the facility which was effective in reaching our (TRIR) Total Recordable Incident Rate and (LWIR) Loss Work Incident Rate for the year

 Managed (MCVD) Modified Chemical Vapor Deposition and (RIT) Rod in Tube departments in the production of True and Allwave Fiber. Major responsibilities included overseeing the day to day safe operation of 144 Fiber Lathes and 120 production associates in a unionized environment.  Acted as Direct Liaison between Development Engineering and production in the implementation of new products. Implemented Draw Quality Circle Teams which increased average furnace life from 48 days to 87, this resulted in an annual savings of $ 340K. Was instrumental in developing Kazien WIP procedures throughout Post draw, Measurements, and Pack and Ship.

 Directed and managed a multiple shift and staff of 8 supervisors and 290 direct labor associates in a non union environment Executed ( FMEA) Failure Mode and Effects Analysis on various PCB platforms to determine validation and process capability Created and implemented safety mascot S.A.M.M.Y. ( Safety at Motorola Means You) which was instrumental in reducing workers compensations claims from $370,00 to $79,000 Spearheaded all efforts in the production of Lithium Ion, Nickel Metal Hydride and Nickel Cadmium batteries which resulted in monthly revenues in excess of $ 1.6 million Was instrumental in facility passing ISO 9000 Audit. Responsible for Element 4.8 (Production Identification and Traceability), 4.13 (Control of Nonconforming Product), and 4.15 (Handling, Storage, Packing, Preservation and Delivery). Identified problems, diagnosed root causes and determined corrective actions through the use of Ford’s 8D problem solving.

 Responsible for maintaining production efficiencies in a non union environment for Brush, Elastic Braid, and Barrette departments with the use of MRP and team player concept Implemented an inventory control system which allowed departments to make positive and negative adjustments upon receipt of raw material Decreased monthly Material Use Variance (MUV) from $ 6,100 to $4,400 by setting up scrap teams to aid in monitoring scrap levels and isolating root causes. Increased production efficiencies in Elastic Braiding from 94% to 98% by reducing changeover time between orders. Maintained a 2.2 Accident Frequency Rate (AFR) across all three departments. Plant goal is 6.0

• Managed 3 departments concurrently consisting of 46 employees in a unionized environment. Major responsibilities included the production of cast iron soil pipe, utilizing permanent mold and sand cast methods• Responsible for inspecting, analyzing, and controlling the quality of castings by observing iron for proper chemistry and inoculating molten metal to change composition and temperature for correct metal flow.• Increased overall production by 13%, which resulted in 26 million in sales. Reduced scrap from 8% to 4% percent in a six month period. Maintained ISO 9000 requirements and Promoted the importance of ergonomics and how it relates to increased production and decreased workman’s compensation.

 Instructed and supervised all aspects of aviation maintenance related to the F/A 18 aircraft. Directly responsible for the training and supervision of 20 marines and the safe maintenance of 40 aircraft that encompassed a budget of 120 million dollars. Trouble shot all maintenance discrepancies, evaluated risk, time of repair and calculated man-hours related to aircraft operations on a daily basis. Counseled and summarized marines performance and conduct on a monthly basis.