With the success of previous "projects" I began to spend more of my time on projects and learning new methodologies (primarily lean and six sigma) to improve our operation rather than tending to the day to day tasks, including but not limited to:Beginning the implementation of new ERP software system, maintain company wide inventory database in line with expected theory inventory weight, troubleshoot technical and human errors, work with programming to improve the systems usability and accessibility to all employees.Training of new key management in our BC plant, with focus on each department being able to run without significant intervention from the Plant Manager.Costing, research and implementation of new or improved processes, documentation, inventory and compliance controls.Seeking out new partners, options and process adjustments to help reduce any remaining backlogged inventory.Costing and research of new plant machinery, with the goal to achieve a higher level of automation.

On time movement of domestic and overseas containers by road, rail and sea including appointments, paperwork, scheduling and reporting to other management / clients about the status and final destination of material in our chain of custody. Maintaining production and inventory statistics/chain of custody.While holding this position, I achieved a reduction in labor involved upwards of 90% through automation and streamlining the shipping/receiving processes and paperwork.This "free" time allowed a refocusing on other important projects and to help manage the floor, the most significant improvement being to streamline material flow & documentation on the factory floor, this was subsequently implemented at our other plants. During this time I have both directly and indirectly trained staff to manage the building and trucking associated with our operation.