Responsible for all company operations including P&L, EHS, SIOP, quality, production, HR, AP, supply chain, logistics, continuous improvement activities, etc. for the casting, machining, and finishing of Steinway piano plates.Safety–OSHA recordable index reduced from 23.2 to 5.5.Quality–reduced customer rejects by 53%, while decreasing internal scrap from 20% to 12%.Productivity-Increased by 25%.Cost - Achieved budget within year one and beat budget each month of year two.(-20% YOY, +$1.8MM profit)

Steinway & Sons piano plate manufacturer

Responsible developing and implementing lean / operational excellence and Environmental, Health, and Safety systems . Lead Management for daily improvement activities, Kaizens, and overall strategic level processes enterprise-wide. - Reduced backorders from $5.4M to < $500k; - Reduced internal quality investigations 46%, while improving yield loss by $1.8M FY16 vs. FY15- Reduced change overs times by 46%; Increased output by 103%

Responsible for P&L of two business units. Led company-wide lean transformation and successful plant relocation, creating seven figure cash flow improvements after a private equity acquisition.

Pentair Filtration & ProcessResponsible for P&L of $65M site with 3 plants and 270 Employees. Led management for daily improvement activities and monthly kaizens for a lean transformation. Financial and cultural accountability during year over year growth of 13%, with one value stream growing 43%. Instilled servant leadership principles throughout the site.Reduced recordable incidents by 50%; implemented a robust safety system and strong safety culture.Reduced customer rejects by 42%, while reducing internal scrap by 22%.Reduced Inventory by 27%, improving cash flow by $2.6M.Implemented a comprehensive training program based on TWI, improving the onboarding process, reducing hourly turnover by 69%, and improving overall employee involvement.

Lean / Continuous Improvement for multiple plants worldwide within the Industrial Hose Division.Responsible for Continuous Improvement / Lean Six Sigma for a $150M division with 6 locations worldwide. Led manufacturing and non-manufacturing improvements for financial and cultural accountability which included on time delivery, lead time reduction, inventory reduction, return on sales, wages to sales, cost of poor quality, RPPM, etc. Implemented & Coached Parker Lean System based on TPS – 6 sites in US and Europe

Manufacturer of Ductile Iron Pipe and FittingsResponsible for:Lean Six SigmaISO 9001 programTotal Quality ManagementAccomplishments -• Reduced quality failures in the field by 96%; reduced overall complaints 4 consecutive years • Implemented ISO 9001 QMS & attained NQ3623-085/2002 certifications• Facilitated over 100 Kaizen events - achieved 7 figure improvements

Senior Operations Manager - WoodCrafts / Handles - May 2003 – July 2005Responsible for a $60+ million 200 – 450 employee multi-plant operationAccomplishments - Over $2 million of bottom-line improvements through Lean / employee involvement Set multiple company records for hours worked without OSHA recordable incidents Improved customer returns 20% while cutting internal scrap by over 57% Improved inventory accuracy by more than 98% - from < 50% to 98.9% Improved plant efficiencies by more than 112% - from < 40% to > 85%