• Successfully developed, managed & led $1,200,000 project for testing tier 4 heavy-duty diesel engine that was integrated into our current production test benches. • Led cross-functional teams from 3-12 people to determine root causes of technical faults using PDCA, 8D or A3 techniques • Coached value loop & department team members with six sigma lean philosophies to guide strategic decision & projects • Successfully applied PMBOK tools & techniques such as Project Charters, RASIC matrix, and Work Breakdown Structures to create unique Strategic Management processes to streamline communication, develop reaction plans, reduce risk, and prioritize customer requirements and desires. • Investigated & implemented control methods to monitor leading indicators for engine catastrophic failures in Test to save the company an estimated $600,000 per year in repairs. •Constructed a professional development mentoring program to develop young interns into contributing professionals and help transition them into our business culture. • Managed high-risk opportunities that required time-sensitive schedules, budgets and information to senior management and directors to make executive decisions.

• Awarded Lightning Award in 2010 for excellent performance & achievements for my role in a new facility start-up that moved from Detroit, MI to Graniteville, SC. • Responded to daily emergency stand shutdowns, established current conditions, implemented containment processes, followed root cause analysis, implemented solutions, verified those solutions and communicated process changes to stakeholders throughout the process. • Lead multiple teams of international colleagues to procure and install new model production • Successfully managed multiple projects with investments ranging from $100,000 to $600,000 resulting in a reduction of product lead time, improved quality and increased stand reliability with ranges of improvement from 15-20%. • Facilitate daily shop floor meetings to identify, assign, follow up and address root causes of issues that effect Overall Equipment Effectiveness (OEE). • Diagnosed symptoms of a failure to better understand if it was test stand or engine origination to drill down to the root-cause(s). Then educating members of multiple department team of that symptom & root cause relationship to promote a data-driven, decision-based culture.

Responsibilities Included:Executed 5S/Lean Manufacturing Philosophies Integrated & Maintained RSLogic 500/5000 Logic Latter Controls Developed & Maintained Manufacturing ProcessesDesigned & Procured Unique Tooling Updated & Standardized Manufacturing Control Plans Diagnosed & Corrected Assembly IssuesIntegrated Ergonomic & Economical Tooling Solutions