2023 – Present • MANUFACTURING TECHNOLOGIES INC. CONSULTING SERVICES.Consultant• Mobex Global – Fruitport operation • Focused on critical, Ford Motor company jobs. • Oversaw three low pressures die casting production lines producing aluminum components for Ford Motor company, the f-150, f-150 lightning along with ford transit van.• Collecting data off all lines, identifying deficiencies, and helping develop processes and procedures to prevent recurring issues from happening.• Worked on improving throughput(OEE) on all lines by conducting time studies to see where improvements could be made. reduced bottle necks within the process removed unneeded movements in the current process.• Working with the plant management team on instilling permanent corrective actions to eliminate costly down time on critical equipment. • Helped develop shift to shift hand off meetings, to increase the awareness throughout the plant and ensure all employees were communicated with. • Working with Mobex Global management team on developing a critical spare parts list.

Managing all aspects of the operations and staffing, I led the production by ensuring quality, adequate maintenance, and seamless day-to-day operations while also securing new customer base, and conducting staff training. I managed 7 direct reports.• Spearheaded operations of 20 injection molding presses and 6 highly automated assembly lines for a 76-member team working three shifts.• Decreased employee turnover rate from 12% to 2% by implementing new hire orientation and developing adequate performance metrics and disciplinary actions.

Position/Title Launch Manager (General Motors Electric Motor Rotor and Pinion Cells)Here, I was hired to drive the GM electrical vehicle launch through the meticulous weekly planning, raw material procurement and production management across 10 machining cell and 30 CNC machines while managing a team of 15 associates, including engineers.• Tripled the output capacity by adding 20 machines, securing an annual production of 860,000 components.• Implemented all 5S and lean manufacturing aspects across the platform, including KPI tracking and analysis.

In this role, I optimized operational efficiency of all departments through effective management of 6 direct reports and 250 associates across three asembly lines. I also ensured adequate staffing, materials inventory, maintenance, and quality to drive business results.• Improved Union and Company relations through coaching, and the creation of a collaborative culture.

In this capacity, I successfully directed the production of $26M worth of product, overseeing daily operations of all departments through quality control, resource allocation, and material procurement. In addition, I ensured financial solvency by the implementation of fiscally responsible policies.• Consistently met production schedules of 10k pallets per day across 4 operating shifts with 200 hourly employees.• Reduced scrap from 36% to 6%, saving $1M+ in materials cost by introducing a new scrap monitoring system.• Expedited assembly process by creating a Place for Every Part (PFEP) system.

Implementing and maintaining 5S and lean manufacturing of high-quality glass goods, I directed the production through effective management of 350 associates, overseeing the department’s budget, and ensuring timely production, logistical efficiency, and quality. • Improved overall Equipment Effectiveness rate from 40% to 80%.• Saved operating costs by tactical reduction of hourly workforce and elimination of daily expedited shipments from five to 0.• Led the relocation of the plan from Lake Orion to Plymouth due to business expansion, subsequently increasing travel time.

• Managed current and upcoming programs, including fuels systems and vapor management for all automobiles, on a global basis. • Directed multiple associates in the transfer, setup, qualification, and employee training of over 160 machines from Romeo, MI to Connersville, IN.• Served as the lead negotiator during a union contract inception, and established terms and conditions of the current operating contract.

• Managed all plant operations for production of fuel filler pipes and fuel systems.• Directed the workflow of numerous associates on separate shifts.• Accountable for budget expenditures, production planning, and ensuring timely delivery of products.

• Facilitated Mercedes-R Class engineering trial (ET) builds, production validation (PV) builds, and serial launches through maintaining operation readiness by the Operations, Logistics, and Production teams while adhering to company best practices.• Led associates to assemble seats to quality and ship them on a just-in-time basis (JIT) to Mercedes-Benz U.S. International (MBUSI).• Credited with consistently improving production efficiencies.

• Directed over several UAW associates to assemble and produce axles and driveline components.• Maintained a consistent commitment to worker safety; achieved a record of zero incidents in 2011.• Championed the use of standard LEAN manufacturing tools and methodologies across the Detroit site; multiple recipient of the company’s highest ranking LEAN facility from Q4 2010 to Q2 2011.• Drove quality standards and A3 problem-solving initiatives to meet or exceed established Parts Per Million (PPM), First Time Quality (FTQ), and scrap targets to maintain continuous improvement.• Led and participated in over multiple workshops with UAW and AAM management including, but not limited to, LEAN manufacturing/5S housekeeping improvements, new hire orientations, teambuilding, and plant optimization seminars.Promoted 7 times in 14 years, I drove innovation while delivering timely results managing over 200 UAW associates across 35 separate stations producing 4,300 axles per day, a $4.3M daily product value. In this capacity, I diligently ensured adherence to production standards and operational budget constraints. Driving A3 problem-solving initiatives and utilizing standard lean tools and methodologies, I exceeded established Parts Per Million (PPM), First Time Quality (FTQ), and scrap targets consistently.• Saved over $428k in operational costs by developing and implementing lean training to support new product launches.• Transferred 9.5 product line from Detroit to Three Rivers production facility.• Received the company’s highest-ranking LEAN facility from Q1 FY10 to Q2 FY11.Previous roles at the company: Site Material Handling Coordinator, Production and Maintenance Coordinator, Production Coordinator, Production Supervisor, Lead Job Setter