Lindsey Taylor Email & Phone Number

North Carolina, United States

United States

• Define and execute strategy responsible for delivering improvement on financial statement andoperational excellence (i.e. improve fleet utilization, drive customer experience through digitization and improved process.
• Responsible for cultivating a cross functional, continuous improvement mindset and culture for the entirety of Carter Machinery. Drive CI initiatives across 30+ locations.
• Coach a team that is new to the continuous improvement space to become experts in methodology. Responsibilities include hiring, training, and developing the team.
• Engage with Caterpillar corporate to ensure the CI system is aligned with partnership goals andstrategy

Salem, Virginia, United States

• Built a team with the responsibility to define and deliver Quality in the Carter Parts Department (Caterpillar dealer with revenues in excess of $5Billion). The Quality System incorporates KPI’s, data systems for.
• Implemented process quality improvements across 30 locations and 3 team members. These processes are responsible for 250,000+ lines of inventory and 100,000+ customer orders annually and growing.
• Financial statement responsibility which includes a 50% cut in “mistake account” through data and process improvement
• Engage with Caterpillar corporate staff and processes to ensure the system is aligned with Corporate goals and direction
• Currently pursuing master black belt certification (ASQ)
• Co-leader of monthly leadership bootcamp focused on emerging talent

• Consultant to the business based upon corporate priorities
• Focused project management skills to lead cross-functional teams throughout the territory and business units
• Earned six sigma black belt certification (ASQ)
• Data-driven, boots-on-the-ground experience to develop people and improve processes while empowering people throughout the company to interact in the continuous improvement process
• Projects included:o Electric Power Generation Fleet Trackingo Equipment Courtesy Inspection Evaluation and Implementation for Incremental Service Worko Led and organized Kaizen events responsible for warehouse.

Salem, Virginia

• As a member of the engineering team for the machining value stream, the responsibilities cover a vast plethora of manufacturing processes besides machining. Swiss lathe machining is an integral part of everyday.
• Invited to participate in combined facility Kaizen event
• Delivered ~$9,000 in tooling savings through tool life analysis
• Managed a project which led to a cost savings of over $144,000 through a decrease in necessary labor and tooling as well as increased run rate
• Lead a team in which $178,000+ were saved through data analysis, finishing changes as well as elimination of waste in the machining process
• Implemented multiple methods in which to better collect data from

Mayodan, North Carolina

• Production Management:
• Responsible for 50% of the daily production on the line that accounts for over 50% of the daily plant production. This line includes 64 machines
• Responsible for a $6million capital project to double capacity of the product family
• Daily interaction with upper management and machining associates
• Implement gage and process controls based upon machining processes
• Execute documentation for training and process controls as well as responsible for the upkeep Cost Savings:

Mayodan, North Carolina

Responsible for 50% of the daily AR-556 production ~64 machineDelivered an annual tooling cost savings of $964,600 in just under 8 monthsResponsible for a $6million ramp up in machines

Denver, Colorado

• A 24-5 niche proprietary metal stamper serving the transportation, energy, and diversified industries globally exporting to over 50 countries under TS and ISO certifications
• Daily focus on improving machine uptime through:o Created machine and software operating instructionso Sole process engineering responsibility for 13 work centers delivering ~$40million in revenue o Hands-on.
• Delivered a 9.8% productivity improvement in 21 working days on a critically constrained work center that reduced customer backorders
• Experience collaborating with 54 equipment operators, electromechanical maintenance, and multiple supervisors and staff daily
• Accustomed to collaborating with external contractors for vision equipment and automation including RFPs and RFQs
• Eliminated the two main causes (power source and HMI) of downtime on the number two product family of the value stream