• Designed and put into practice post Line PM start-up flow chart to ensure optimum main extruder torque levels.• Executed tool coating program on select profiles creating 20% reduction in quality appearance defects.• Implemented tool health program and started tool CMM scanning for more accurate tool end-of-life determination.• Achieved Green Belt certification thru a lineal cut length scrap project creating a $13K/yr. savings.• Lead a profile collapse defect task team. Conducted improvements on a chosen “Focus Line”; creating a 10% improvement in downtime and occurrences. • Implemented plant wide automatic calibration block cleaning process which reduced profile depressed line defect downtime by 20%

· Accountable for the reliability and upgrading of 11 extrusion lines and the facility for the manufacturing of vinyl siding products.· Spearheaded capacity expansion capital project for new extrusion line. Project completed under budget.· Supervised 13 direct reports (11 maintenance technicians and 2 tool & die technicians). · Instituted a weekly PM program for the extrusion lines that have reduced recorded maintenance issues by 20%.· Upgraded three obsolete extruder motor/drive systems resulting in a $40K a year repair savings.· Introduced “health” monitoring sensors on various critical systems and equipment. Sensors measure, analyze and alert on various data to predict failure.

· Responsible for all technical direction and support of 38 extrusion lines, 7 injection molding machines, 2 blow forming machines and the facility for the manufacturing of plastic profiles.· Supervised 6 direct reports (drafting department, QC manager, maintenance manager, floor technicians and die tuner). · 50/50 time split at the desk and “on the floor”; hands-on with production issues, QC inspection and equipment/tooling/molds/material optimization.· Utilized lean manufacturing tools, such as Six Sigma, DMAIC and Kaizen for production projects. Successful lean projects include:- Designed automated in-line drill stand, eliminating the need of 1 laborer manually performing the task. ROI was 1 year.- Reduced “boxing” time by 25% in kit building department by optimizing equipment layout and ergonomics. - Reduced wall thickness on several high volume extruded profiles while not affecting performance, creating an annual material savings of 300,000 lbs.· Manager of all annual capital projects for entire production and warehouse areas.· Designer/facilitator of all “short”/trial production runs and in-house extrusion tools.· Creator/manager of plant’s ECO and QC CAD product drawing “vault”.· Designed several new QC inspection metrics/programs for senior management.· Led “QC/Engineering Projects” meetings, updating management on status.· Established and communicated directly with materials/tooling/equipment sales reps and customers about product improvements, issues and returns· Designed maintenance downtime tracking system that eliminated 15% of reoccurring breakdowns and equipment failures in the first few months of implementation.

· Provided engineering solutions and support of 13 milling lines, 6 setting lines and 4 heat treating lines for the manufacturing of saw blades and hole saws.· Instituted lean manufacturing culture, philosophy and practices onto the production floor, using 5S, CP/CPK and Six Sigma as primary tools. Successful lean projects include:- Created “cutter swapping” procedure, which reduced tool change-out for sharpening by 83%, creating $280K/yr. in additional production time.- Analyzed and instituted new “cutter” tool material that increased tooling life by 50%, creating a $170K/yr. savings in purchasing costs.- Managed newly relocated “Miller” mechanical/electrical rebuild program, which decreased the off-line period of the production line by 50%.· Created Mt. Airy Facility Sawblade Engineering Department in 2005- Structured, implemented and was made manager of this new department, cutting all remote engineering support from Starrett HQ. Responsible for 3 direct reports (CAD draftsperson, floor technician and maintenance lead-person).

· Supervised start-up, qualification and process documentation in the new, 3-extrusion production line facility for the manufacturing of Cell Reachâ Cable product family. · Served as facilities process team leader on lean manufacturing projects using Six Sigma, DMAIC and DOE as primary tools. Successful lean projects include:- Introduced splicing procedure to remove detected extruded sections of defect, which reduced scrap footage by 98%.- Increased core product extrusion line speed by 10%.· Key member of plant ISO 9001 certification team, documenting all manufacturing settings data.· Oversaw the design and implementation of data acquisition templates for plant auditors.· Improved the tracking systems on databases by 20% for documentation of extruder settings.· Conducted all extrusion trials and documented the findings in technical reports.

· Responsible for all processing problem solving and lean manufacturing improvements of 6 primary extrusion lines, 8 twinning lines, 1 cabling line and 4 jacketing extrusion lines for the manufacturing of Telephony wire and cable.· Wrote financial justifications for annual CAPX budgeted projects.· Start-up new facility in Fort Mill, SC November 1999- Served as process team leader, overseeing specification, purchase/relocation and installation of 8 extrusion lines, 4 twinning lines and 1 cabling line for Telephony cell.- Supervised start-up, qualification and process/procedure documentation of these extruders, twinning and cabling lines.- Conducted training program of new employees in operation of these line.- Instituted a tool coordinator department, creating an annual 40% savings in extrusion tip and die purchases.