Continuous Improvement Senior Manager – Organized and led Lean Six Sigma Projects.• Helped lead Turnaround of large Aviation MRO Operation;o Reduced planned PE maintenance repair cycle time 36% by implementing work breakdown structure tracking, synchronized parts flow/tracking to and from back shops, and visual management. Total savings in direct labor and fringe benefits exceeded $649,416 during first 6 months of project.o Helped Cerberus Operations Manager and site management reduce monthly EBIT Loss from $929K to $250K in 7 months by reducing overtime 70%, instituting standard work shifts and implementing an attendance policy. No deterioration of contract metrics occurred during these changes.o Implemented Balanced Scorecard from work center level to program level across site.• Led and helped lead teams to make the following corporate COE process improvements;o Supply Chain – Reduced requisition approval to issue cycle time o Sourcing – Reduced purchase order placement time o Billing – Improved first pass yield to 99% and reduced cycle time o Staffing – Reduced open personnel requisition time o Supply Chain – Reduced new program setup/startup cycle time• Developed Lean Practitioner Training/Certification and helped develop Lean Six Sigma Green Belt Training/Certification.

Canadian Pacific Railroad - Toronto, Ontario Led Lean Implementation at Toronto Yard.· Organized and Led 12 Kaizens in Yard Operations and Mechanical Services that generated results ranging from increasing on time train departures by 16% to reducing wheel replacement cycle time by 63%.Canadian National Railroad – Montreal, QuebecHelped Lead Four week Analysis and Assessment of Rail and Tie Gangs.· ·Identified $9.8 million annual savings from Total Productive Maintenance and Overall Equipment Effectiveness and presented proposal to senior management.

Lean Industrial Engineer – Six Month contract to implement Boeing Lean+; Shingijutsu 3P Events, Accelerated Improvement Workshops, Strategy Deployment, 5S, Balanced Scorecard, OEE, SMED, and Feeder Lines.· Facilitated Accelerated Improvement Workshop that increased manufacturing engineering installation plan first pass yield from 8% to 95% while reducing release cycle time from 54 days to 32 days.

Senior Consultant – U.S. Army Aviation and Missile Command Headquarters - Huntsville, AlabamaLed Change Management and Business Transformation as part of the Logistics Modernization Program that replaced the Army’s Legacy Supply Chain System with a SAP Supply Chain Solution.• Mapped Legacy Roles and Responsibilities into SAP Roles and Responsibilities.• Trained, coached and mentored AMCOM Management through Change Management Process.Senior Consultant – Foster Wheeler Engineering and Construction – Houston, TexasImproved operating efficiency of Engineering and Project Management Departments.• Implemented Management Operating System with Metrics and Key Performance Indicators.• Developed and Implemented Earned Value Performance Metrics and Reporting.• Designed and built Work Load Management System using company’s IT Department.

Division Lean Manager – Implemented Parker Lean System in division headquarters and five manufacturing plants including Parker Hannifin’s Hoshin Kanri Strategy Deployment and Balanced Scorecard Processes.Organized and led 8 Transactional Kaizen Workshops. Developed current and future state value stream maps, detailed transformation plans, and led team improvement board implementation in engineering, program management, customer service, accounting, information technology, human resources, strategic pricing, and supply chain.• Accounts Payable - 1,600 invoices/month to 3,100 invoices/month with same staff by eliminating rework.• Drafting - 10 job orders/week to 23 job orders/week by organizing department into cells.Organized and led 22 Manufacturing Kaizen Workshops. Developed current and future state value stream maps, detailed transformation plans, and led department and cell improvement board implementation in warehouse, CNC, tube bending, welding, assembly, quality assurance, inspection, maintenance, shipping, and receiving.• Weld Shop - Productivity increased 33% and WIP reduced 24% by visual scheduling and FIFO.• Standard Hose Assembly - 4,900 pieces/month to 8,400 pieces/month by FIFO and eliminating rework.• Tube Bending - Set-up time reduced 44% by part family grouping, set-up standard work and set-up carts.• Metal Hose Assembly - Travel distance reduced 66% by new cell layout.

$600 million Global Chemical Company – Senior ConsultantReengineered Supply Chain Process in corporate headquarters and 12 manufacturing plants.

$48 million Hazardous Material Transport Company – Senior ConsultantReengineered all business processes.

$400 million Global Garment Manufacturing Company – Site Manager - Shenzhen, China plant·Reengineered global Supply Chain Process that increased on time delivery 76% and reduced inventory 45%.·Implemented Lean Manufacturing, Cellular Processing Units (CPUs) and Advanced Planning System, based on Toyota Production System, that reduced fulfillment cycle time 46% and increased quality 31%.·$1.5 billion Global Food Flavorings Company – Site Manager - Milton Keynes, England plantImplemented Lean Manufacturing/Demand Flow and reengineered Supply Chain Process that reduced inventory 42%, increased productivity 18% and increased on time delivery 22%.$2 billion Tier One Global Automotive & Truck Parts Manufacturer – Senior Consultant·Conducted feasibility study, developed cost justification and created plan for implementing Oracle ERP System in four manufacturing plants and corporate headquarters.

Responsible for process and product development, information/network system design and operation, facilities, engineering, distribution, and 120 employees. Championed, introduced, and led company-wide Total Quality Management (TQM) program covering 9,600 employees.Implemented Software 2000 Package, new MRP, activity-based costing, production planning/inventory control, and financial reporting systems while outsourcing old systems. · ·

Snack food company with 1,300 employees and revenues of $130 million. Leveraged Buy-Out from Pet in 1984. Purchased by Borden in 1987.Led turnaround of manufacturing operations by increasing gross margin 5% that resulted in a net income increase of $4 million in 8 months.

Food processing equipment manufacturer with 95 employees and revenues of $12 million. Led company turnaround reversing annual operating loss of $886,000 to a $465,000 profit in 25 months.