Operations Manager responsible for fabrication, welding, heat treating, painting, packaging, and shipping operations for $36 million dollar business unit. Manager of 87 employees including exempt and non-exempt personal. Responsible for all lean, EHS, quality, and supply chain activities for the value stream including PNL and financial deliverables. Key Accomplishments:•Deployed 24/7 Safety Culture, Safety Gemba Walks, and JHA training and development.•Reduced scrap by 20% Year-over-Year by establishing control plans for thermal spray process.•Reduced Past Due Sales from $500k to less than $25k from June 2014 to August 2014 and sustained Past Dues to less than 1% of monthly sales consistently to-date.•Improved On-Time-Delivery for number two customer from 78% to 98% while sustaining number one customer at 99%.•Implemented finished goods Kanban and vendor managed inventory (VMI) programs for two strategic customers resulting in a 35% YOY improvement in On-Time-Delivery.•Right sized organization from 115 direct labor employees to 84 employees in order to remain profitable followed by the deployment of an aggressive top-grading and talent acquisition process to drive out cost and improve productivity by 10% YOY•Created 18 month strategic Kaizen roadmap based on business segregation, value stream alignment, and 80/20 quartile analysis.•Deployed basic problem solving training and Lean Culture training focused on tier escalation process, quick response boards, hour x hour tracking, Daily Gemba walks, and leadership standard work. .•Instituted daily 5s principles to drive ownership and respect for the facility and equipment.•Developed Facilitator position and shop-floor succession planning and cross-training program.•Conducted straw chopper Kaizen event which reduced direct labor from 16 employees to 10 employees.

Value Stream Manager responsible for fabrication, welding, and painting operations which support 450 million dollars of revenue for four final assembly operations. Manager of 164 employees including both exempt and non-exempt employees. Responsible for all lean, EHS, quality, and supply chain activities for the value stream. Key Accomplishments:  •Implemented daily safety Gemba walks to drive safety focus and accountability.  •Implemented Weld Leak Reduction Program reducing weld leaks per welder from 2.98 weld leaks to 0.4 weld leaks per welder.  •Managed fabrication center recovery efforts to reduce behind Net Status from 10.2 days (867 units) to 3 days (255 units) during the 3rd and 4th Quarter of 2013. •Expanded from two shifts to three shift operation and developed road-map to adding a weekend shift for 4th and 5th shifts. •Established outsourcing playbook for critical equipment and led key project team to outsource tank manufacturing to include both fabrication and welding.  •Deployed Lean Cadence of Tier 1 and Tier 2 process, Quick Response Boards, and Hour-by-Hour boards to drive Key Process Indicators.

Lean/Six Sigma Black Belt responsible for training Green Belts and Black Belts to follow the DMAIC process to obtain breakthrough results. Utilized the Lean Management System by leveraging Kaizen events to drive out cost and improve business metrics. Key Accomplishments:  •Plant Cost/Productivity Champion responsible for managing project execution of $6.4M compared to a target of $4.3M in 2012 and $5.4M compared to a target of $5.2M in 2011.  •Facilitated blanking line downtime reduction projects which will result in $250k in annualized savings.  •Assisted with 3-Phase transformer core loss root cause problem solving boot camp which eliminated $75K in scrap.  •Coordinated large substation productivity improvement project resulting in savings of $50k. •Lead project teams to improved OEE for 5 critical pieces of equipment from a baseline of 63% to 78% in 6 months resulting in savings of $550k. •Laser TPM boot camp improved OEE from 56% to 75% in less than 2 months resulting in a savings of $125k.  •Reduced 3ph Assembly Line Bell Cycle Oil Contamination on the front plate from 100% to less than 2%.

Project manager responsible for implementing both internal and external supplier Kanban program for North America facilities, training suppliers on Kanban methodology, and improve internal operations velocity by coaching and facilitating Kaizen events focused on standard work, problem solving, 5S/visual management, and policy deployment. Key Accomplishments:•Reduced lead-time for 67 strategic suppliers from an average of 45 days to 10 days, representing $24 million dollars in spend (44%),by training suppliers on Kanban and transforming the organization from a MRP scheduling process to a Kanban pull visual management process. •Facilitated a cross-functional team which converted 300 die cast part numbers from MRP to Kanban.•Conducted 16 Kaizen events which converted final assembly, sub-assembly, and machine shop work centers from a MRP based scheduling system to a Kanban visual replenishment system. •Decreased the die cast unit die change over time from 52 minutes to 12 minutes utilizing the SMED “low-cost/no-cost” philosophy.

Facilitated the lean & continuous improvement efforts for the 800 person division under the umbrella of the Kohler Operating System (KOS). Facilitated 40 cross-functional Kaizen events focused on cell design, Kanban development, set-up reduction, preventative maintenance, 5S, and business process redesign which lead to over $250K annualized savings. Key Accomplishments: •Increased final assembly productivity from 71% to 80% by conducting 8 Kaizen events which utilized value-stream mapping, standard work, Kanban, visual management, and problem solving methodologies. •Reduced Alternator assembly footprint by 66% (from 30,000 square feet to 10,000 square feet) by conducting 6 Kaizen events. •Eliminated the painting operations (4 powder coat booths) in final assembly by facilitating 6 Kaizen events. •Increased fuel tank process output from 15 tanks per day to 17 tanks per day. •Decreased custom generator lead-time (from customer order to purchasing due date acknowledgement) from 58 days to 15 days utilizing u-shaped/cross-functional office cells. •Reduced shipping/receiving transaction errors by 90%. •Improved ATS process assembly productivity by 25% utilizing 5 Kaizen events that focused on standard work and eliminating non-value added activities. •Implemented 12 Kaizen events that focused on 5S and visual management.•Implemented Gemba Walks, Layered Audits, and Glass Wall (Safety, Quality, Delivery, Cost, and Productivity communication boards).

Lead teams that focused on the completion of continuous improvement, plant engineering and process engineering activities for the 200 person division by deploying and sustaining the Newell Rubbermaid Operational Excellence program.Key Accomplishments: •Reduced setup times on APEX printing machines from 68 minutes to 15 minutes.  •Reduced setup times on GPE printing machines form 20 minutes to 8 minutes. •Conducted 6 Kaizen events that focused and implemented the concepts of 5S and visual management. •Trained 120 people on Lean 101, Newell Rubbermaid Operational Excellence, Setup Reduction, and 5S  •Designed and Implemented humidity control system which reduced emulsion scrap rate from 62% to 18% during the months of June, July, and August.