● Identifies trends, industry drivers, and technology gaps across manufacturers in Michigan.● Maintains awareness of the latest advances and developments in the areas of Lean, QMS, and Industry 4.0● Develops, designs and instructs training classes for MMTC clients.● Identifies high-probability market opportunities.● Leads and supports projects by providing executive level and shop-floor level coaching, training, and facilitation for manufacturing and processing clients.● Provides sales support, develops innovative presentations, and provides leadership as required to win new business and build relationships.● Assesses manufacturers' operations and formulates practical solutions to improve their operations.● Applies understanding of business strategies (such as strategic planning, lean manufacturing, quality, supply chain management, transactional continuous improvement, or inventory management) to support manufacturing clients.

• Orchestrated the consolidation of five distinct facilities into a cutting-edge manufacturing site, directing over 20 work streams to amplify efficiency, minimize waste, and uphold quality standards amidst a multifaceted, large-scale operation.• Mentored operations leaders across three North American production sites in lean manufacturing principles and the Toyota Production System, catalyzing a 275% increase in weekly production output at one facility within a year.• Designed and executed rapid process improvement workshops, leveraging both in-person and virtual platforms, with multidisciplinary teams to address intricate business needs, ensuring success with meticulous project management practices.• Co-created and led an immersive four-day lean thinking simulation for production, engineering and service leaders, integrating practical exercises that directly influenced the daily tasks of over 100 domestic and international staff members.• Devised and implemented a strategic action plan within production and quality control to eradicate an ~$20 million backlog of instruments and accessories, transitioning from a "make to order" to a "make to stock" model within a 10-month timeframe.

• Directed multiple concurrent, cross-functional projects to pinpoint performance deficiencies and root causes, crafting solutions that yielded quantifiable financial and operational enhancements.• Spearheaded a collaborative workgroup comprising leaders from over 20 departments to uncover operational inefficiencies, resulting in the development of a project portfolio projected to save $1.48 million.•Coordinated the restructuring of the Group Business sales operations team, employing RACI matrix tools to delineate clear roles, deliverables, and expectations across six internal sales functions and 25 support areas.• Served as the pivotal conduit between BCBSM and UAW Union representatives, facilitating the implementation and ongoing management of operations standards for over 1000 bargaining unit employees enterprise wide.

Section 800: Continuous Improvement and Operations Management

• Reduced downtime by 65% (13.8 hrs/month to 4.6 hrs/month) over 3 months saving an estimated $20K/year.• Modified guarding on 5 packaging lines to allow specialists access to cartoning machines for easier line clearance and improved safety with interlock protection.• Obtained lean yellow belt certification through Perrigo’s Continuous Improvement lean/sigma education program.

• Supported Plant Manufacturing and Production Teams in improving the overall efficiency of plant processes.• Led members of senior leadership in weekly Gemba walks, report out findings at the end of the walk, and set up follow ups to ensure tasks are completed in a timely manner.• Utilized Process Excellence tools and strategies to analyze a situation, define a problem, and reach a solution.• Worked closely with the Zero Defect program to endure a safe, lean, 5S workplace. This includes running the "Blue Card" comment card program where one must investigate issues submitted by employees, define solutions, and obtain approval for implementation.• Monitored and analyze fill weights of bulk product into containers using Statistical Process Control.• Designed a plant managed inventory tracking system for plant consumables using kanban practices

• Research new methods and materials for the manufacturing of automotive seating parts. • Work both independently and in a team to complete fabrication jobs for both in and out of house projects.• Practice the process of bench-top engineering through hands on experience in 3D printing and laser etching.

• Simulate an assembly production floor to teach lean manufacturing practices.• Lead small groups of industry professionals in activities to better understand the manufacturing process.• Show the utilization of lean and six sigma thinking through hands on application and real world examples.

• Lead students in a design, build, test style lab where they fabricate small scale wind turbines for use in rural areas.• Hold weekly office hours outside of class to allow students to ask questions and get assistance on assignments.• Educate students on proper safety techniques for using power tools and other shop equipment.

• Ensure that fire and chemical safety devices are in their proper locations and are in working condition via an inspection of their primary components.• Manage and manipulate a database with the locations and type of over 8000 life safety devices for the entire campus.• Coordinate with building managers and faculty for monthly inspections of equipment in restricted areas.

• Worked under Dr. Lars Junghans in the School of Architecture on an automated internal climate control system.• Designed and built a model environment to simulate heat transfer in a commercial room.• Retrofitted a star tracking device to measure the diffused radiation of the sun at any given point and time.