Responsible for general Operational performance and cost effectiveness. Champion of various strategic projects focusing on improvement of people, process and technology.

Responsible for operation of a PCBA manufacturing team of 100 employees across 3 SMT Lines, Wave Solder, BGA Express Rework along with a mixed model NPI mechanical assembly process.

Participate on Jabil's Lean Consulting Group (LCG) to deliver Lean Six Sigma consulting services to the organization. The LCG was formed to lead, facilitate and mentor the improvement, standardization and implementation of Lean Six Sigma systems, principles and tools.Assist and Lead Lean Maturity Assessments (based on the Shingo Assessment Model) for Jabil facilities in Europe, Asia and the Americas.Lean Silver Trainer responsible for training and facilitating a 6 month Lean Transformation program across key Jabil facilities.Responsible for the development of a single method for sharing and replicating best practices throughout the company.Provide Lean Six Sigma & Industrial Engineering support for strategic development programs.

Responsible for leading and coaching a team of Plant Lean Six Sigma Managers throughout 12 production sites in the United States and Canada to deploy value stream mapping and Kaizen Events towards operational and cultural transformation.

Led a total of 10 value stream mapping events throughout South Asia, Europe, United States, and Mexico resulting 3 to 6 month value stream transformation plans for local teams.Managed the deployment of Lean Silver Certification for South Asia production sites and supported replication and development of the internal certification in Europe and the United States.Applied DFSS and Agile software development approach towards the development and implementation of a software application called "eKaizen" to collect, share, and promote company-wide Kaizen projects and best practices resulting in 75 sites and nearly 7,000 active Jabil contributors to 40,000 project worldwide in FY13.Collaborated with Jabil communications, finance and human development teams to integrate an annual global best practice sharing competition, as well as the company’s Finance TM1 system and Lean certifications, into eKaizen.

Captured a total $325,000 in savings within first year of program development through a total of 38 kaizen events of varying scope and complexity.Collaborated with regional and global teams to develop standards supporting the development of a Jabil lean production system.Delivered hands on Lean Manufacturing training sessions and coached a lean core teams to drive lean awareness, education and kaizen.Interfaced with current and prospective customers on factory tours and lean production activities critical to new business opportunities for Jabil Circuit.

Blended capacity planning, forecasting and product process matrices to streamlined Jabil Tempe’s 140,000 square foot high mix low volume plant while reducing manufacturing footprint by 30%.Factory redesign project was recognized as a Jabil Best Practice at the companies annual Global Best Practice Competition Implementation of factory redesign required the repositioning of equipment and workstations along with managing issues raised by employees affected.