• Completed a vendor rationalization project currently saving $134,280 annually.• Researched, designed, and implemented a way to ship product that previously required hand carried delivery improving lead time to the customer and saving $30,000 in travel cost annually.• Drove External Quality metric to a record low in all of Fluke Calibration (1168 Defective Parts Per Million) and held the DPPM number to an average of 2730 throughout 2016 in a high mix low volume manufacturing environment.• Improved On Time Delivery month over month from 93% in January 2016 to 97% in September 2016 in a factory that hadn't been above 95% in more than 2 years. Past Due Backlog improved from 1.6 days to .07 days during the same period.• Improved Team Engagement Score from 2.95/5.00 in 2015 to 3.31/5.00 in 2016.• Fully applied variable expenses. Measured on quarterly & annual basis.• Met budget forecasts for a fixed expense cost center.

Drove Material Cost Productivity projects eliminating $36,865 in annual cost. Target was $35,000.Improved Weighted Inventory Turns from 6.99 2015 JOP to 7.78.Achieved 95% of revenue plan for the year with the gap covered by a miss in bookings of the same magnitude.Led the team through three CODE RED Stop Ship situations tied to product quality or a poorly executed factory transition. Factory transition required a City Permit and Certificate of Occupancy prior to running a manufacturing process using significant quantities of a hazardous material (Mercury).Contributed to Site Engagement Score improvement for prioritized survey questions from 3.2 to 3.47.

• Produced $59,000 in savings through various Material Cost Productivity (MCP) projects in 2013.• Drove manufacturing quality hits to root cause and implement sustainable counter measures based on the Danaher Business System Problem Solving Process (PSP).• Performed firmware validations.• Created and update standard work documentation.• Created and update assembly instructions.• Worked with suppliers to solve vendor related quality issues.• Worked with engineering, software, and marketing teams to implement process, design, and quality control changes.• Managed an 8 person team through a week long Kaizen with the following results: - Improved productivity for the highest running model in the Thermometer Readouts cell by 39% - Improved productivity for the flagship product in the Thermometer Readouts cell by 17.5% - Reduced the manufacturing cell's physical footprint by 30% (477 sq ft to 336 sq ft) - Produced 70% of all assembly instructions for the 5 high level models built in the Thermometer Readouts cell. - Redesigned and built 7 new workbenches.

• Reorganize CNC lab by implementing 5S fundamentals• Program and Operate CNC Lathes and EDMs• Troubleshoot students’ G code programs

• Improved team score from a 91% to a 96% through parallel process management• Led design reviews and other team presentations• Wrote the team’s final report

• Taught formal Microsoft Office and Adobe Creative Suite classes• Improved productivity by 45% without purchasing additional equipment• Implemented a documentation system reducing instructor learning curve by 50%• Managed documentation for all 17 programs offered

• Designed an automated manufacturing solution to a two year problem currently saving $100,000 in manual labor annually• Designed and built electro-pneumatic manufacturing equipment that is anticipated to increase throughput by 100% for the given application• Interpreted mechanical, pneumatic, and electrical schematics• Created work instruction documentation• Experience with cGMP