Led a team of 185 union and management employees in the remanufacturing of critical locomotive components, locomotive overhaul, maintenance and repair, and facility maintenance. Responsible for crafting team culture and vision.• Provided coaching and training to leaders and direct reports regarding operating cadence, process improvement, conflict resolution, leadership skills, and career development and growth.• Drove continuous improvement and quality initiatives aimed at… Show more Led a team of 185 union and management employees in the remanufacturing of critical locomotive components, locomotive overhaul, maintenance and repair, and facility maintenance. Responsible for crafting team culture and vision.• Provided coaching and training to leaders and direct reports regarding operating cadence, process improvement, conflict resolution, leadership skills, and career development and growth.• Drove continuous improvement and quality initiatives aimed at optimizing all phases of the production process.• Accountable for maintaining safety standards and implementing proactive methods to prevent accidents and injuries. • Project Manager responsible for creating and executing Six Sigma-based Quality initiatives to improve locomotive reliability, achieving a 45% reduction in re-work events as a result of improved workmanship. • Drove the creation and execution of Process mapping for major areas, providing visibility to areas needing to be optimized. Achieved 20% workforce reduction in one area while maintaining same production levels. • Implemented a Workplace Design initiative aimed at optimizing space utilization, resulting in the removal of unused materials and components, which generated $160k in recouped costs and increased available space for value-added activities by 35%. • Developed two major cost savings initiatives via data analytics and improved oversight and controls to reduce expense: -Eliminated redundant expenses on PPE company-wide, resulting in $1.5M savings per year. -Reduced non-value-added small tooling and supplies expense by 30% - from ~$500k to $350k per month.• Drove key OEM audits to inspect for process adherence and quality standards, resulting in improved component quality and a 5% reduction per year in re-work events. • Oversaw and managed a $1.5M / month operating budget. Achieved an 11% reduction in overall expenses vs prior year through improved controls and oversight. Show less

Project Manager responsible for Process Improvement initiatives to ensure the reliability and availability of a fleet of ~2500 locomotives. Influenced change across multiple geographical regions by building trust with regional leaders, using data analytics and Six Sigma-based methodologies to support change management. • Developed and implemented three major locomotive maintenance process improvement initiatives:: - Reduced repeating locomotive failures by 30%… Show more Project Manager responsible for Process Improvement initiatives to ensure the reliability and availability of a fleet of ~2500 locomotives. Influenced change across multiple geographical regions by building trust with regional leaders, using data analytics and Six Sigma-based methodologies to support change management. • Developed and implemented three major locomotive maintenance process improvement initiatives:: - Reduced repeating locomotive failures by 30% - Reduced premature locomotive failures out of the shop by 27% - Reduced workmanship (preventable) failures by 25%• Drove quality improvements with multiple OEM's to ensure process adherence - Identified three main failure modes responsible for premature traction motor failures and elevated to the supplier for resolution. Implemented a subsequent auditing process to ensure conformance. Show less

Project Manager responsible for leading and providing Agile methodology guidance to a team of 8 software developers (onshore and off-shore) tasked with delivering a section of the Mechanical Asset Management (MAM) system, a program to manage locomotive maintenance and repairs.• The team successfully delivered the section of the MAM system that we were responsible for, on time and on budget.

Project Manager responsible for process adherence, improvement, and change management across 10 locations in the Upper Midwest. • Influenced change via data analytics, building trust and cooperation with regional leaders.• Reviewed and updated Standard Operating Procedures (SOPs) including Roles & Responsibilities (R&R’s) for leaders across the division, both exempt and craft.• Trained and developed leaders across all levels of the organization (senior managers… Show more Project Manager responsible for process adherence, improvement, and change management across 10 locations in the Upper Midwest. • Influenced change via data analytics, building trust and cooperation with regional leaders.• Reviewed and updated Standard Operating Procedures (SOPs) including Roles & Responsibilities (R&R’s) for leaders across the division, both exempt and craft.• Trained and developed leaders across all levels of the organization (senior managers, managers, supervisors, craft leaders) in Best Practices and other in-house lean tools• Developed and implemented a process change to increase the number of car repairs performed in the trainyard vs bringing the railcars back to the shops, reducing time and expense to switch out the bad ordered cars, and reducing congestion at the car shopo Increased trainyard repairs by 150% year over year o Expense avoidance of $821k / yearly in labor only just to move the carso Increased heavy repair throughput at the car shop by 15% yearly due to added space availability. Show less

Led union employee workgroups ranging between 15 to 35 employees in the servicing and repair of locomotives across all functional areas, including the Maintenance and Unscheduled Lines, Wheel Shop, Service Track and Mainline. • Maintained safety standards by ensuring employees adhered to company policies, as well as creating an environment that encouraged open communication when unsafe conditions arose. • Responsible for operating within budget and maintaining efficiencies… Show more Led union employee workgroups ranging between 15 to 35 employees in the servicing and repair of locomotives across all functional areas, including the Maintenance and Unscheduled Lines, Wheel Shop, Service Track and Mainline. • Maintained safety standards by ensuring employees adhered to company policies, as well as creating an environment that encouraged open communication when unsafe conditions arose. • Responsible for operating within budget and maintaining efficiencies throughout all levels of the operation through intelligent planning and cost control.• Developed an Operations Playbook to standardize and document Best Practices, reducing operating variability between Supervisors.• Improved locomotive servicing times by 20% over a 3 year period through intelligent planning and execution. Show less

Led a group of 30 union employees in locomotive servicing and repair activities across different functional groups.• Developed a process to improve turnaround times by identifying locomotives that did not need additional servicing, resulting in 18% less locomotives per day needing to be serviced, reducing servicing cost and opening up available space to perform other locomotive work.

• Conducted time studies to improve productivity and optimize driver routes, achieving a 12% decrease in driver idle time.

• Developed programs to manage pipelines / gas lines for several of our energy customers

• Led a cross-functional team geared to streamline operations and determine the company ERP’s competitiveness in the marketplace. Company leadership was able to formulate a business plan targeted to improve the product’s competitiveness based on these findings.