• Setting long-term global manufacturing strategy.• Manufacturing Functional Excellence. Establishing manufacturing standards and ensuring best practices in assembly and machining.• Developing new advanced manufacturing methods.• Managing global capacity planning in the five-year forecast window.• Managing the global capital planning process. ($25M annual budget.)• Ensuring the execution of manufacturing preparation for the launch of new products at all manufacturing sites around the globe.

Six Sigma is the primary problem-solving process used by Cummins for large, cross-functional and complex problems. It uses sophisticated statistical analysis techniques combined with standardized project management tools.Accomplishments include:• Closed six projects. Four of these were with international teams. Project work included: Product Design, New Product Risk Launch, Product Warranty, Plant Scrap, and Material Planning Accuracy.• Won the Cummins Chairman’s Award twice. One of only four Cummins employees to win the award twice in its 15 year history.

• Responsible for the assembly and precision machining processes for two manufacturing plants in the Charleston, SC area, including five assembly lines and six machining lines, with a capacity in excess of one million turbochargers per year.• Supervised a team of 18 engineers and five engineering technicians.• Accountable for planning and delivering plant capital and capacity, and ensuring our processes met or exceeded required Safety and Quality standards.• Led the plant closure process of one site, and led the consolidation of assembly and machining operations to our expanded site. This project was completed over a period of 18 months – on time, on budget, without safety incident and without missing a customer delivery.• Won “Cummins Best Practice” recognition for both Machine Safety, and Manufacturing Change Control processes.

• Managed production operations and manufacturing engineering for a 70,000 square foot facility. Production operations included Precision Machining, Semi-Automated Assembly, and Assembly Test Cells.• Managed nine manufacturing engineers and nine shop operations managers, and responsible for approximately 360 hourly employees.• By implementing lean manufacturing tools, 6 sigma, and targeted capital renovation projects, we realized tremendous performance improvements in Safety, Customer Quality, Productivity and Cost, including:o Reduced OSHA recordables from six in previous year to zero recordables over 18 months.o Reduced customer defects from 4,700 defects-per-million (dpm,) to less than 600 dpm within one year.o 63% increase in turbocharger assembly thru-put per shift.o During a period of increasing demand, reduced overtime by 40% while reducing headcount by 30%; yielding labor efficiency increase of 99%.o Plant scrap reduced from 12.5% to under 1%.

• Responsible for Project Management and Plant Manufacturing Readiness for all new products launched in the Cummins Charleston facility. Responsible for new product introduction during a period when over 70% of our products would change due to the 2007 North America emissions regulation change.• Supervised a team of two Project Managers, four Manufacturing Engineers, and Engineering Test Cell Manager, and a Prototype Lab Manager.

Toyota West Virginia is a 1.3M square foot machining and assembly plant which manufactures four-cylinder engines for Corolla and Vibe, six-cylinder engines for Tundra, Sienna, and Lexus 300 and automatic transmissions for Lexus and Sienna.• Managed the Corolla engine assembly line for eight months, and then managed the camshaft and crankshaft machining lines for two years.• While leading camshaft and crankshaft machining, we improved the average production output by 28% per shift, while reducing headcount by 10%. This productivity improvement was achieved strictly through lean manufacturing methods, and without capital investment.• While at Toyota, learned first-hand world class lean tools and methods. I carried this knowledge forward to future companies while leading performance improvements through lean manufacturing methods.