-Three-month residency supporting the delivery of the Galvanize Software Engineering curriculum. -Conduct office hours with junior engineers on relevant technical topics. -Lead workshops on different software engineering workflows and processes.-Perform code reviews and mentor during software design and implementation phases of student projects

We’re Wolf - An online implementation of the Werewolf party game where users are either werewolves or villagers.-Implemented the ability to join or host a game lobby using Next.js routing and cookies.-Allowed users to see who was in the lobby by live updating the page with RESTful API serverless implementation using Next.js-Created the role assignment logic and passed the player information along to our game stage page pulling players once host started the game.

Pattern Cracker - A study guide and tracker designed to provide students with progress in solving toy problems and identifying patterns.-Created testing of user inputted code on backend to provide answers with real time assertion results on what went wrong and why.-Using patterns described in grokking the coding interview and Leetcode problems created a PostgreSQL database that held user information, passing code, and notes populated on return.-Implemented a calendar heatmap to give a visual representation of study effort. As seen on github commits.

Denali Clothing - An E-commerce website displaying clothing options and product information.-Utilized RESTful API calls to enable users to create and view questions and answers-Built React components with RESTful API integration for creating, viewing, and searching product Q&A’s-Implemented ETL pipeline to seed and migrate PostgreSQL database.- Reduced query read times by 95% by identifying database bottlenecks and applying indices.

• Responsible for indirect 120 employees and 4 supervisors over 4 shifts in a 24/7 operation• Reduced changeover times by 20% using SMED kaizan• Redesigned standard work for supervisors to make it a value-add tool instead of a check the box assignment• Implemented 6S standards and daily audits• Responsible for 6S deployment and auditing throughout the plant• Modified Gemba to become a tier communication that drives continuous improvement

Led the deployment of a continuous improvement program and KPI tracking within the manufacturing department ---Safety – Moved from reactive/lagging metrics to proactive/leading metrics. Resulted in high level of focus and cultureimprovement. ---Quality – RCCM defects to include pareto process, 80/20 analysis ---Delivery – Number of lines due vs number shipped ---Cost & Productivity – Focused on standard work and overall reduction of labor. Improved capacity model to generate50% more output with same amount of laborCompleted inventory reduction project with Grainger to implement VMI of over 500 different parts, reducing the number of stockouts on MRO inventoryWorked with scheduling, purchasing and warehouse department to reduce total past due from $700K to 0 within 6 monthsImplemented continuous improvement culture by establishing a knowledge base to hourly employees ---Targeted areas for improvement based on pareto analysisDeveloped daily schedules for production to establish Win/Loss mentality, creating a culture of accountabilityMonthly review and RCCM of pain points identified through 80/20 waste pareto80/20 identification of top customers & machines to provide value to our customers: ---Identify 20% of customers that drive 80% of sales. Fanatical focus on customer service for these ---Prioritize A customers over B customer during challenging supply chain constraintsMonitored work order variances to identify opportunities for accurate standards and efficiency trackingDeveloped standard work for final quality test which involved 80/20 of failures and FPY ---Established process for real-time data input from the floor --- Developed escalation process for employees to resolve issues exceeding 24 hoursEstablished relationship with local tech school by working with counselors to establish CO-OP program ---Member of the advisory board

-Implemented SQDC metrics for shipping department to drive daily management.-Improved packaging and leveraged barcoding technology to reduce quality errors within the shipping department. Improved First Pass Yield on quality of shipments from 98.8% to 99.2%-SKU reduction by implementing returnable bins and consolidation. 20 SKU eliminated saving $25K annually.-Standardized barcode label for all material coming from production to reduce errors and increase productivity throughout warehousing operations.-Managed and oversaw warehouse of 15M in inventory as well as logistics operations to three international subsidiaries as well as customers around the world.-Applied cross training to ensure labor availability during peak seasons and manage shortage of labor in a department reduced from 17 to 11 personnel. Resulting in a sustained output level with smaller labor force-Established an automated pull system for replenishment of material using WMS system ensuring material was on hand and at the optimal picking location.-Launched and designed layout of new shipping warehouse while maintaining OTD. Sourced new equipment and material throughout warehouse

Reduced headcount by 25% and maintained productivity using standard work and 5S tools.Leveraged WMS to reduce administration time and increase worker productivity when measured by transactions per labor hour.Drafting and deployment of supplier shipping practices governing all incoming products to ensure standardization and compliance are met by suppliers.Designed secondary containment for chemical filling production area, ensuring all EPA and city requirements were met.Arranged new cell layout with standard work to hit necessary TAKT time based on customer historical demand.

- Meritoriously advanced pay-grade as a result of exceptional performance.- Awarded E-4 of the Quarter for outstanding leadership and embodiment of Navy values.- Scheduled and supervised work assignments for a crew of 15 personnel.- Tracked job status, providing updates to chain of command with action reports.- Responsible for maintaining overall command fitness and physical readiness.

-Implemented one piece flow/JIT-Actively tracked metrics through daily management and gemba walk

- Assumed management roll in medical label printing cell- Lead on standard work event and redesigned layout based on lean principles- Developed new kitting system and lead 6S deployment through daily management- Projected Annual Savings: $51,000

Completed waste percentage breakdowns for multiple customers that served as a JOP for a number of Kaizans.Participated in several Kaizan events:-P5 process improvement - resulting in a 22k waste savings and a 35k labor savings -Carlson lean conversion - resulting in a 70k annual savings Bi Performance lean conversion - Reduction of 220hrs/mo in laborReduction of 12hrs/week direct labor$2000/month rework savings15000ft/mo process waste eliminatedDesigned new kaizan communication systemActively participated in daily Gemba walks driving improvements through Daily Management and KPIs