--Program Management - Develop and lead multiple concurrent regional improvement projects supporting business strategy including facility rationalization and growth initiatives.--Project Management - Ownership of delivering projects on-time and on-budget by utilizing established project management tools and transformational leadership. --Life Cycle Management - Identify, elaborate, and manage overall objectives, dependencies, risks, critical paths, and mitigations plans with project team members and key stakeholders.--Continuous Improvement - Act as a cross-functional expert for manufacturing, operations, and/or supply chain on project teams. Enact business process improvements.--Subject Matter Expert - Participate in and contribute to the on-going development and implementation of project management best practices and lean manufacturing processes.--Change Management - Prepare communication plans, reports, and conduct key stakeholder meetings to update on deliverables, significant changes, risks and mitigation strategies.--Risk Management - Identify and escalate program/project issues to ensure resolution. Appropriately identify risk and resolve negative consequence to scope, timeline, and budget.

--Lean Principles - Roadmap and implement new Maysteel Business Excellence Program across 6 plants and $180M.--Strategy Deployment - Ensure business alignment to MBE mission. Identify and close gaps. Execute future-state vision.--Productivity Foundation - Establish program to track, pipeline, and funnel the ideals of gross and net productivity. --Synergy - Drive operational execution oversight post-merger actions across the entire business including ERP rollout.--Lean Culture - Mentor Lean Leadership with Site Leaders and CI Resources and implement engagement programs.--MBE Academy - Establish a lean certification program which reinforces all aspects of the Business Excellence principles--Simplification - Establish standard methods, common templates, and expectancy across all functions.--Standardization - Work on Core Team for upcoming Epicor go-lives in tandem to institutionalizing sustaining efforts.--PMO - Continuously communicate the roadmap, direction, progress, and focus of key business system projects.

--Engineering Wingspan - Directed engineering in mfg, development, design, and estimation spanning 6 locations.--Phase Gate - Established and executed to the Maysteel NPD Process in the launching of new products and programs.--Governance - NPD project portfolio focused on budget integrity, milestone chronology, and customer satisfaction.--Resource Management - Improved velocity in the macro schedule w/ normal load of 40 projects for $15M new revenue.--Org Development - Insourced CAD Design to develop successors and placed several entry level resources as Mentees.--Goal Deployment - Executed processes for 2020 including catch-ball w/ overall Company Strategy from recent Merger.--Estimation Breakthrough - Identified, proposed, and initiated deployment of new innovative software solutions.--Workflows - Developed systemic processes and reporting mechanisms for Phase Gate and Engineering Change Order.--ISO Update - Reviewed all Engineering ISO docs and established action plans to revise to current process and ERP.

--Program Management - PCIS Governance for Industrial Segment, 10 sites, w/300 saving’s projects of $6.6M in FY18.--Operations P&L - Review & action financial variances into reduction projects, admin policies, & focused improvement.--Net Productivity - Program Benefits visibility & proactive countermeasure actions, achieving YoY YTD favorable results.--Lean Enterprise - Champion std. work for Gemba Walk, new 5S rollout, new SQDC VM, new QRB, and new HRxHR. --CI Program Roadmap - 6 month plan of events, activities, and projects w/ affinity of SQDC, flow, takt, pull, and CI training.--Transformational Leadership - Identify, drive, motivate, and support career development of 13-18 direct reports.--Coaching & Training - Staff education/mentoring on Lean Mfg. and plans for Lego Sim., Excel II, & Lean Problem Solving I.--Capital Investment - Responsible to administer capital investments for optimization of production floor layout/process.--Sustain & Innovate - Responsible for cost effective processes assuring production of product aligned to SQDC goals.

--Productivity Success - Achieve financial objectives by working w/ BU’s to deliver productivity FY16 $30M, FY17 $25M.--Strategy Deployment - Journey w/ the seven business units as the compass for Operation Excellence and the PMO.--Direction & Focus - Establish Value Stream Methodology w/ 32 mfg. sites & Lighthouse implementations globally. --Develop Resources - Establish PMP Training w/ 75 PM’s and Lean Enterprise Academy w/ 150 Lean Leaders.--PM Process Rigor - Develop and drive PM standards and processes that can be implemented across the corporation.--Drive Results - Establish two-way relationships w/ business unit leadership to help drive results through PM, CI, and 6-sigma.--Performance Standards - Establish goals, communicate progress, & monitor performance for four PMO team members.--New Product Development - Facilitate adoption of shared APQP topology for NPD Processes w/ phase gates.

IE-431 - Six Sigma MethodsSix Sigma incorporates statistical tools and a continuous improvement philosophy to provide a powerful methodology for eliminating waste, improving processes and ultimately, increasing the financial performance of an organization. This course introduces the student to the basic Six Sigma methodology including the statistical techniques necessary to implement and complete a Six Sigma project. Students will be expected to complete a project and may earn a Six Sigma green belt certification upon successful completion of the course.Upon successful completion of this course, the student will be able to:1. Understand and define Six Sigma terminology, 2. Understand and perform the five steps of the Six Sigma methodology (DMAIC), 3. Complete a team-based project involving the design, construction, testing, and improvement of a small system,4. Develop an understanding of how these methods impact business and industry, 5. Use computer software to solve engineering problems, 6. Improve problem solving skills, 7. Improve communications skills by writing a formal report and making an oral presentation and demonstration of a working system.

--Program Governance - Lead Comm./App. Engineering on $40M Fast Track Delivery Program within the Value Stream. --Cost Productivity - Responsible for $9.5M productivity performance improvement on $400M annual sales value streams.--Best Practices - Implement best practices from across the company via a leveraged institutional body of knowledge.--Change Agent - Collaborate with end-to-end business staff leaders creating a culture of data driven process management.--LSS Guidance - Coach, train, and mentor engineering/functional groups in the use of Lean Six Sigma tools and processes.--Project Mentor – Train/mentor Green/Black Belts throughout the organization providing purpose, sight, and trajectory.--Design for 6-sigma - Work with Design Engineering resources to reduce cost/complexity in all engineered product development.--DMAI-Control - Ensure effective structure, partnerships, & adoption of improvements by all business process owners. --Project Facilitation - Lead independent site & dependent cross-site projects w/ rigor of LSS methods for business results. --Project Performance - Maintain standardized dashboard assets/cadence to report w/ LT on project status & KPI vectors.

--Evaluation – Performing welding inspection results’ trend analysis.--Inspection - Performing visual examinations and NDT examinations; verification of implementation of nondestructive evaluation methods and examination procedure compliance; reviewing examination results compliance and welding examination reports.--Knowledge and Skills – Preparation of reports, effective oral and written communication; fundamental understanding of GMAW, VT, quality procedures, quality audits, quality surveillance, welding metallurgy, welding symbols, and interpretation of drawings.--Performance Qualification – Requesting welder performance requalification and witnessing welder performance qualification; verification of welder qualification compliance and welder qualification records compliance.--Procedure Qualification – Reviewing welding procedures, witnessing procedure qualification; verification of edge preparation compliance, joint geometry compliance, and welding procedure qualification compliance.--Production – Verification of personnel qualifications, welder qualification appropriateness, and production welding compliance.--Quality Assurance - Performing quality audits and process surveillance.--Safety – Verification of safety requirements compliance.--Standards – Certification of documented results compliance; verification of inspection records compliance, proper documentation compliance, base material and filler metal compatibility, procedure qualification records compliance, welding procedure compliance, and NDE procedures compliance.--Training – Verification of implementation of visual inspection training and quality assurance training.

--Continuous Improvement Program - Constructed 40-hour curriculum, a testing benchmark, and certified 100+ persons.--5S Program - Tiered structuring, plant-wide zoned auditing, top-down participation, pride, and ownership of results.--Visual Factory & Escalation Process - Andon-driven visual-factory and a networked escalation process.--Cost Savings - Multiple projects, variable cost savings, fixed overhead reduction, and incremental / contribution margin.--Leader Standard Work - Regimented, transparent routines for communication, information flow, and ISO adherence.--Lean Culture - Kaizen lifestyle, company-wide surveying, audit involvement, roadmaps, and VOC (internal).--Product Flow - Product families, skill segregation, quality repeatability and reproducibility, and productivity increase.--Scheduling & Dispatch - Fixed capacity planning, EFDD dispatch, reduced batch sizing, and lowered working capital. --Setup Reduction - Reduced internal changeover, increased capacity constraints, and reduced customers’ lead times.

--Project Management - Overall Equipment Effectiveness (OEE) project valued at $1,950,000 incremental margin.--Cost Savings - Product-design standardization project for reduction in total cost of goods manufactured. --Lean Manufacturing - Kaizen, TPM, SMED, 6S, VOC, Value Stream mapping, visual factory, and standard work.--Supervision - Regularly supervised weekend production shifts and was primary backup for daily production supervision.--Manufacturing Engineering - Capital equipment and American Welding Society (AWS) D1.1, D1.3, and D1.6.--Product Quality - ISO quality initiatives, ISO process control standards, and Statistical Process Control (SPC).--Industrial Engineering - Simulation networks, labor distribution, rate standards, and product flow patterns. --Design Engineering - Design for Manufacturability, cross-functional teams, product reliability, and poke-a-yoke. --Change Management - Process Failure Mode Effects’ Analysis (PFMEA) / Safety Failure Mode Effects’ Analysis (SFMEA).--6-sigma- Gage R&R studies, Process Capability investigations, and Design of Experiments (DOE) applications.

--Estimation - Standards’ regression equations, part characteristics, hourly cost pricing system, and quotations. --Industrial Engineering - Facility layouts, performance metrics, value-stream mapping, and process flow analysis.--Manufacturing Engineering - ISO procedures, flow charts, tooling, and manufacturing process improvement.--Process Knowledge - Assembly, blanking, forming, grinding, lazering, pemming, punching, sawing, shearing, and welding.--Purchasing - MRP systems, supplier quality, quotations, blanket ordering, and economic order quantity.--Quality Assurance - In-process inspection, final inspection, first article inspection, specifications, and blueprints.