Lead ISC at the Plymouth, MN Honeywell facility - setting strategy and facilitating the Lean operating system to meet safety, quality, delivery, inventory, cost, revenue and operating margin expectations. Mentor and develop the next group of leaders within Plymouth and across other sites within Honeywell Aerospace. Chair the Site Leadership Council to meet expectations for internal site customers outside of ISC, such as Design Engineering, Sales, Marketing, Finance, etc.Lead University Relations Development Program for Minnesota region, which includes 6 full time and 6 internship positions. Campus manager for University of Minnesota, coordinating support for campus events. Support for corporate informational events twice each year through the Supply Chain and Operations Club on campus.

Leader for 330+ person (10 supervisors, 320+ operators) integrated supply chain organization across three physical locations that makes components for the commercial, defense and space aerospace environments. Vertically integrated production cells perform work in a number of disciplines, specifically: metal machining, glass machining, glass polishing, mirror deposition, initial and final assembly and electrical/environmental testing. Responsible for teaching/mentoring individuals within the organization to achieve their personal and our collective department metrics (Safety, Quality, Delivery, Inventory and Cost) using our lean operating system.

Responsible for >70 person organization that procured, planned, master scheduled, received and shipped all material at the facility. Direct report to the functional leader outside of the site with strong indirect reporting responsibilty to the site leader. Coordinated site perspective for inventory goals and reporting, cycle time reductions. Exended the lean vision through proliferation of pull and single piece flow systems in 2 of the 3 departments within the site.

Managed >12 person staff who procured, planned, master scheduled and shipped aerospace navigation components to internal and external customers. Improved lean system thinking through better inventory visual controls on the production floor and in Tier structures, which lead to a 35% increase in product inventory turns. Created planner and planning manager leader standard work, removing process redundancies in master scheduling and shipping processes.

Level load department products, daily shipments, develop material replenishment systems to drive pull, create requisitions for components, track component usage, execute component kanban orders, support factory inventory projects, plan component and assembly transitions, lead lifetime buy decisions for obsolete material

Direct supervision for 3 assembly and two test cells, comprising 60 union employees. Shipping $250K/day with annual budget responsibility of $2.4M. Mentor, train and coach 5 group leaders (workflow specialist) to achieve daily expectations for Safety, Quality, Delivery, Inventory and Cost goals. Resolve employee relations issues, ranging from vacation requests to grievance steps. Daily reporting to department operations manager, working with engineering and planning resources to achieve annual metric targets.

Lead peer-to-peer knowledge sharing and training through Manufacturers Alliance workshops of 6-12 participants. Build programs that inspire participants to continuously grow, improve and stay competitive. Current topics of instruction are Accountability Systems through Tiered Management and Leaders Standard Work.