Leon H. Email and Phone Number

- Develop and implement lean tools &systems based upon the Shingo model of lean operational excellence.-Developed and implemented an in-process statistical sampling system to reduce the cost of poor quality.-Established the creation of the company’s first lean leadership course and successfully trained 32 team members in the fundamentals of lean, 6Sigma, and the Shingo Model of Operational Excellence.-Integrated the Management Review Process and Visual Management Systems to align functions and departments to company-wide established goals and objectives, which improved operating income.-Led the implementation of the Quality ERP system at the joint venture facility in Jiaxing, China to monitor and track cost of poor quality, calibration, employee training, and CAPA status. -Developed Leader Standard Work to provide a framework for time management, task orientation, and align key performance indicators with daily work.-Coached, led, and mentored a multi-national (China, Canada, Mexico, and U.S.A.) team of quality engineers, quality technicians, lean facilitators, and quality specialist to provide world class corrective and preventive actions for customers and suppliers.-Managed the REACH, RoHS, and Conflict Mineral compliance program to provide timely responses to customers.

- Responsible for the management of a cross functional team of 65 production operators, a Manufacturing Engineer, a Quality Engineer, and a Value Stream Buyer- Managed 2 Value Streams which comprised of approximately 70% of the total gross profit revenue with a 98% customer satisfaction level- Developed the use of Kanban and Visual pull systems for finished goods and sub-assembly components- Implemented the use of Takt Time based manufacturing in order to reduce total back order dollar amounts by 50%- Implemented the use of Red Bins to capture rejected products in order to address legacy quality issues resulting in a 15% reduction in customer complaints

- Responsible for the management of 20 production operators- Responsible for the daily production output of 3 value streams: (Silicone, Fluoroplastic, and C-Flex Vent Tubes which are Class II medical devices)-Manage daily value stream activities through daily departmental board meetings.-Responsible for identifying, implementing, and sustaining lean manufacturing improvements utilizing the DMAIC process. Completed 36 Kaizen events resulting in a manufacturing lead time reduction of 6.5 days -Responsible for the implementation and maintenance of the Visual Replenishment System of over 500 finished goods and subassembly part numbers resulting in a gross inventory reduction of $200,000

-Responsible for assisting with the upkeep and maintenance of over 10,000 dental products -Primary receiving clerk accountable for the thorough inspection and marking of incoming inventory -Worked as packing assistant team leader for outbound products

-Responsible for the daily accountability of 250 plus Marines and Sailors, unit record keeping, filing, preparation of naval correspondence, preparation of awards and certificates -Handling personnel issues such as pay and leave (paid vacation), personal data entry into Unit Diary/Manpower Information Personnel System (UD/MIPS) and correction of information in Marine Corps Total Force System (MCTFS). -Supervised the delivery of mail to 300 plus unit personnel and maintenance of Mail Directory Cards (DD285 forms) and the forwarding of erroneous and incorrectly addressed mail. -Served in Operation Iraqi Freedom (OIF II) January - June 2004, Tsunami Relief Effort, December 2004