♦ Driving improvement activities between R&D, Marketing, Program Mgmt & Quality. ♦ Organizing & leading activity for reducing barriers to R&D execution with the PMO. ♦ Driving training for the program managers in program management and LED/semiconductor design process.

♦ Led custom optics manufacturing process, manpower, process development, new equipment implementation, production scheduling. ♦ Overall owner for ontime delivery including manufacturing, material delivery, quality problem resolution and revenue management. ♦ Implemented concepts of visual management, structured problem solving, and workplace organization. ♦ Implemented capacity planning tool, problem solving using Toyota methods for quality problems, manufacturing capacity and on the floor manufacturing problems.

Facilitated and supported process improvement events to reduce cycle time in product development, procurement, product launch, and sales. Coaching of our line engineers, management and executives on the benefits of continuous improvement thinking, lean methods, and generating positive benefits for the team.Selected achievements:♦ Developed top management strategies for improving how we serve our customer, how we can best utilize top management’s daily time, and how to incorporate problem solving into meetings to report out to the CEO.♦ Reduced silicon design cycle time by 50%, incorporating standardization and using standard work in the design process♦ Increased sales efficiency by 57% by identifying and reducing waste and standardization♦ Reduced procurement cycle time by 61% by using principles of problem solving and having a lean change event.

Managed the plant’s manpower planning group of over 3200 hourly employees, group leader training of over 200 1st line supervisors, and the major improvement activities for the 18 manufacturing managers. Selected achievements:♦ Completed 10 improvement activities with a savings of $2.4M dollars annually to the company such as vehicle surface quality improvement, parts direct delivery, and automated guide cart implementation♦ Achieved a manpower efficiency of 97%; one of the best for the year as compared to all of the Toyota North American manufacturing plants

Led a cross functional team over the course of two years to plan and execute a major process and equipment change for the assembly production line. Successfully implemented the running change of the operating vehicle trim line building over 60 vehicles per hour without adversely impacting over 300 production operations, equipment efficiency or vehicle quality while staying within the $18M budget and completing on schedule.Selected achievements:♦ Completed the $18M project for our assembly line incorporating a new style conveyor system, over 100 process relocations, new glass installation equipment, temporary lift assists for instrument panel, and glass installation.♦ Achieved one of the fastest launches of the new conveyors in all of Toyota by achieving normal operating efficiency of 97% within 4 days vs. a plan of 2 months.

Managed the capital investment plan of $157M over 5 years and an annual utilities budget of $25M. Managed the energy management organization to lead implementation of plant-wide water and energy savings projects and activities. Managed plant-wide construction projects and construction safety such as equipment installation related to new models.Led activities of 2 assistant managers and 30 group leaders, engineers, and maintenance technicians. Responsible for the equipment maintenance, 90%+ equipment uptime, and support to the 95%+ assembly process line-off efficiency. Responsible for equipment problem solving and reporting for the 2 shift assembly operation of over 800 members and the 3 shifts of maintenance staff. Responsible for process engineering activities of new product introduction, process changes and equipment and tooling improvements.Selected achievements:♦ Led plant energy management organization to achieve one of the lowest energy consumptions among the Toyota North American plants, at 4.8MMBtu/vehicle.

Managed process engineering for the vehicle painting and coatings for the Tacoma line and for the Corolla and Pontiac Vibe line. Responsible for paint and sealant pumping systems, parameters, and adherence to vehicle coatings standards. Managed problem solving of coating application problems as well as material problems. Responsible for injection molding equipment, process and problem solving. Led cost savings activities to reduce paint and material waste, to find indirect material savings, and to find process improvements.Selected achievements:♦ Co-led process engineering activities for the startup of the new $135M truck paint shop.♦ Led process layout engineer activities for our $150M Phase 1 car paint shop.♦ Developed basic layout / flow / justification for our $70M Phase 2 car paint shop.