Technical Fellow specializing in Human Performance

Associate Technical Fellow in Human Performance Technology supporting human factors. Responsible for developing model-based systems engineering approach for integrating human engineering within the digital thread.

Senior engineer continuing development and implementation of quality and human performance practices.

Senior Quality Engineer and Six Sigma Master Black supporting Total Enterprise Quality focusing on APQP and new product development. Coaching and supporting performance improvement through quality, lean, and human performance technology usage.

Performance improvement coach focusing on business transformational change. Established strategic priorities and leveraged lean principles to achieve the organization's vision.• Developed strategic plan for operational and digital transformation• Team lead for Industrial Engineering & Lean Transformation• Led performance consulting team for T-7A & MQ-25 programs resulting in productivity and schedule improvements at request of vice-president

Developed and deployed operating system for business unit focused on operations. Responsible for coaching leaders through strategic planning development. Identified and led tactical projects to align with strategic levers. Lead architect for design and implementation for KC-46 production system.• Deployed strategic planning through Oobeya process for Commercial Derivative Aircraft programs• Led and managed production system transformation team resulting in ahead of schedule and on-cost production within 3 months from project start• Created cross-business unit collaboration process for KC-46A

Coached leaders in Productivity Leadership Development Program assigned to strategic projects while leading tactical teams.• Improved on-time delivery by 50%, resulting in over $20M savings/year and restoring customers’ trust• Performed assessment for performance improvement and prioritized projects to achieve reduction in labor and flow, resulting in 45% labor hour reduction and 25% reduction in flow time• $1M savings due to improving process of manufacturing solar wafers• Captured over $80M in savings for affordability on program• 25% increase in operations productivity• Pioneered overall process effectiveness (OPE) deployment in product development

Lean coach for value stream teams; facilitating workshops, improvement activities, and developing and delivering training.• $1M cost avoidance for new tools due to rate increase• $14M+ in duplicate payments removed due to performance improvement analysis and implementation• 14 day part flow reduction; decreasing inventory and speeding change incorporation• Developed plans for strategy and implementation for commodity and manufacturing areas focusing on flow, quality, and stability

Member of MTU Alumni Board of Directors.

Elected to the Board of Directors at the International Society for Performance (ISPI).Director of the organization responsible for furthering the goals and mission of ISPI. ISPI is the professional home to individuals working in the field of Human Performance Technology / Performance Improvement (HPT/PI) around the world. The goal of HPT/PI is to further influence the productivity and competence of humans in the workplace. In addition to maintaining global standards and ethics for the field of HPT/PI, ISPI also offers professional certifications for HPT/PI for individuals and organizations, including the Certified Professional Technologist (CPT).

Change agent and internal consultant for pulp mill working with plant director and management team.• Created and implemented mathematical models for waste • Implemented management system focused on lean and visual management • Responsible for identifying and implementing key performance indicators (KPI) • Worked with operators to improve productivity and efficiency • Developed simulations for training purposes to demonstrate current conditions and desired state • Led training team and lean projects to provide full solutions on projects using human performance technology (HPT) methods

Quality Manager who led the creation and adoption of a division-wide quality operating system and inclusion of Advanced Product Quality Planning (APQP). In addition to achieving significant plant improvements in quality, led division in quality systems evolution.• 40% improvement in product quality as measured by First Pass Yield• 100-day improvement in closure of customer and supplier quality concerns with use of root cause failure analysis• Led team of 8 facilities and managers worldwide to develop quality system• Deployed Advanced Product Quality Planning (APQP) principles and standards• Developed in-depth training plan including course materials, for division quality team members and overview program for all departments within division, approximately 1000 team members• Created training material and simulations for problem-solving, control charts, Failure Modes and Effects Analysis (FMEA), and basic quality principles based upon APQP• Led team across multiple product lines and departments, including approximately 15 models between 3 value streams in paint, fabrication, weld, production, and supply base

- 60% decreased cycle time in concept to production time through deployment of lean initiatives- Decreased drawing release time by 95% through a combination of six sigma and lean projects, including use of product data managers, model based design, and virtual assembly reviews- Improved quality of drawings on new product definition by 90% through introduction of lean product development tools and processes - Reduced time to contract by 30% through use of value stream mapping, implementation of lean principles, and communication- 25% cycle time improvement in multi-location drawing release process, reducing unnecessary iterative delays- Implemented visual management system to track multi-functional engineering process, improving schedule and increasing quality- Developed program lean initiatives and road map to address chronic issues- Achieved 10% cost reduction in oversea suppliers- 25% reduction in assembly flow time in European suppliers- Managed improvement of oversea suppliers and advised on lean deployment, including Critical Chain Project Management, to help reduce cost and improve schedule- Collaborated on division training materials including Total Productive Maintenance, Value Stream Mapping, and Design for Manufacturing and Assembly- Mentored Black Belts and Green Belts informally on a variety of projects- Mentored 10 Green Belts to certification

- 23% reduction in down time through Total Productive Maintenance (TPM) implementation- Implemented predictive maintenance program using Non-Destructive Inspection (NDI)- 80% reduction in scrap rate- Performed root cause analysis and failure analysis of dynamic components- Managed team of interns, including training and work distribution