Manager - Managed team of 5-8 employees - A/P in Lawson, inventory control in Galahad, scale house operations, billing unit trains, etc. Streamline processes to gain maximum efficiency. Facilitate team building initiatives to strengthen team concept. Procurement - Procurement and administration of contractor accounts while adhering to KM compliancy. Responsible for vendor accounts, bid process, ISNetworld, facility access agreements, etc. Lead contact for PSGA Y2010, programmatic and fiscal reportsHuman Resources - HR role for facility - conducting on-site interviews, interpreting local contract, participating in/refuting class action grievances, creating local policies, etc. Conducted employee performance evaluations/reviews and created developmental initiatives. Environmental Health & Safety - Conducted EHS training for employees, created conditionally formatted SSP/EDC training matrix for status at a glance, performed Outfall Water Permit requirements, Waste Tracker for hazardous/nonhazardous waste records, etc. Managed LOTO and MSDS regional updates/implementation. Integrated SQE culture into daily processes and created new as necessary to fulfill continuous improvement initiatives. • Attained 100% training completion for all employees 4 years in a row: 2010, 2011, 2012, & 2013• Created SOP’s for office functions with dual verification to ensure accuracy• Created 24 hour count tracking sheets for gang leaders to record railroad down time to generate data for KPI charts• Created KPI’s for railcar loading deficiencies which decreased downtime• Created Job Hazard Analysis, JHA templates for terminal operations• Created dual verification for product transfer to mitigate risk of mis-loading trucks• Created dual verification SSP flow charts. Adopted as Best Management Practice for Midwest Region. • Created SQE Alerts to mitigate risk of Safety, Quality or Environmental issues till a long term correction is implemented. BMP for MW Region.

Managed 1st shift East Body Shop Maintenance Team, 4-6 team members of salary supervisors and engineers responsible for 25-45 team members of millwrights, tool makers, WEMR's, electricians, and pipe fitters• Negotiated all grievances with Union counterpart resulting in zero elevated to step and a half

Managed 3 shifts of welder maintenance supervisors responsible for 60-65 hourly team • Created/implemented line-side repair stations which increased welder maintenance efficiency by empowering employees to support production lines while rebuilding equipment components line side• Co-created and rolled out Throughput Improvement Boards for welder maintenance to identify and reduce inhibitors thus resulting in better planned maintenance

• Supervised 25-35 UAW Welder Maintenance• Implemented Lean Manufacturing to M/A, nearly 200 employees - resulted in highest calibration score to date for plant of 88/100 which was also MFD’s corporate lead - completed 12 months of learning in 3 month period• Integrated Pontiac G6, Buick Lucerne, and Chevrolet Malibu Rails and Pans systems within +/- 2.0 mm allowing cross shipment to plants - cost savings and flexibility

Trained and implemented corporate processes plant-wide as member of a 5-10 person team• Trained/rolled out Lean Manufacturing concepts to salary and hourly workforce• Implemented Radio Frequency, RF, push/pull system throughout material handling department to streamline inventory operations by following “just in time” delivery to the customer while reducing manpower in the department which resulted in an annual cost savings of $1.8M

Supervised 15-20 UAW mechanical device workers and tool/die makers, problem solved and conducted root cause analysis to support production lines• Awarded a People Make Quality Happen Award as team member for eliminating splits and buckles in Chevy Venture Lift Gate Outer - delivered dynamic presentation of success to Rick Wagoner, CEO, and Dick Shoemaker, UAW President, resulting in Corporate Award followed by live broadcast recognition for plant

Courses taken at GMU, Auburn Hills, MI complemented with Structured OJT• Purified Punch and Button inventory for press room resulting in reduced inventory cost and downtime

Motex Staffing – contracted to work at General Motors in IE DepartmentConducted time studies, input data, analyzed data, etc. to support production.• Implemented new part code system for all component parts and tool sets with team throughout blank and shear, pressroom, and metal assembly