Additive manufacture in both Metals and Plastic 3D Printing for Space, Aerospace, Medical, Oil, Military, and DefenseVICE PRESIDENT-SUPPLY CHAIN AND PROCESSESStaff member to the President and CEO• Ensured safe methods and practices existed and were followed. Over 1400 accident-free days.• Responsible for the highest revenue months in the company’s history.• Established visual routers and coordinated the CNC machine shop throughput flow strategy.• Lead daily Gemba walks, established accountability boards throughout operations shop floor.• Multiple site responsibility of daily operations.• Accountable for Weekly, Monthly and Quarterly Operations reviews. DIRECTOR-SUPPLY CHAIN AND PROCESSES• Drove Metal and Plastic printer and CNC maintenance, budget and spending.• Measured and Improved capacity throughput. Supported operational goals and throughput.• Designed and improved Product techniques in routers and breakout operations• Provided production priority/support scheduling and coordination with internal and OSP vendors.• Increased OTIF over the previous years.• Supported operations with planning and execution of timely supplies, tools, materials and OSP.

Corporate Lean and Six Sigma consulting specializing in metal Forging and Investment Casting for High-Speed Food and Beverage processing, Aerospace, Automotive and Oil/Gas.Notable Clients:Canton Ingot WorksReported to VP of Forging Ops, Director of Forging, and Plant Manager.• Lead hands-on 6s classes for two Plasma Melt furnaces, one Electron Beam furnace, and two VAR Melt furnace operations.• Developed tool rooms with shadow boards for each furnace platform, implemented daily layered process audits to Leads, Supervision, Ops and Plant Management.• Used 3P process to attain associate buy-in on furnace deck placement of new furnace cleanout equipment layouts.Ply Gem & Simonton WindowsWorked with the Director of Operations and Plant Manager in their WV facility.• Developed a standardized written Kaizen format for the ops management team.• Coached, lead and mentored 2 cross-functional Kaizen teams through 4 weeks of pre-planning and one week of post-review of Kaizen activities, follow-ups, and hands-on training.• Validated and updated existing Value Stream Maps, and coached hands-on time study methods to all Kaizen teams, which increased throughput by 10% and attained their number one goal for the 2017 Richie County cost reduction.Alcoa & ArconicReported directly to the VP of Ops and VP of Engineered Products.• Improved milling machine center monthly throughput to its highest level in company history by reducing down time, cross-functional training, and reducing overtime.• Managed overseas product management of international engine components for Airbus, which was initially behind promised shipping times; became on-time in full in three months.• Removed 5 days from an outside provider (OSP) through value stream mapping, in-process inspection, and direct shipping to other OSP operations.

Responsible for driving Continuous Improvement in CVG at Dublin, VA; Concord, NC, and Dothan, GA.A staff member to the Vice President of Continuous Improvement for a Tier One Automotive Supplier in a matrix organization supporting multiple plants in the Trim and Electrical Harness Division.• Responsible for developing, leading and managing the model plant for Mack Sleeper Cabinets. Reduced internal defects from a high of 380 per month to zero, established lean workflow, increased delivery performance from 45 to 99 percent while reducing headcount by over 50 percent.• Led certified Black, Green and Yellow Belt classes throughout the global company enterprise, and managed cost savings projects for multiple plants totaling over $750K/year.• Worked with the Department of Energy on sustainability for all 22 plants across the world to track, monitor and drive energy reductions two percent year over year in 2019 -2020.

Business Excellence Group/Business Transformation/Travel 80% /Multiple sites. Demand to Supply (DTS) Business Transformation Process Owner for a global supply chain in Alcoa Titanium Engineered Products (ATEP). Focused on standardizing ERP system with SAP in global supply chain project from rolling mill, to secondary operations and distribution centers• Standardized shop floor management activities related to manufacturing and flow of materials, including workers, materials, and machines, minimizing lost material, guesswork, and maximizing product processing.• Developed Demand Management (Forecasting) methodology driving independent demands, created production schedule used to drive statistical forecasting models and/or customer provided build schedule, using 'shipset' philosophy.• Drove Value Steam Mapping to understand current conditions and led discussions developing future state solutions, ensuring European plants supplied quarterly manufacturing product orders to master planner, resulting in a streamlined project process with an ROI of $6M in 18 months.

Built and led Process Engineering and Continuous Improvement teams for Energy and Aerospace Divisions at Houston, TX facility. Certification by Villanova University for Lean, Green and Black Belts and hands on shop floor Kaizens, integrating classroom instruction.• Drove Failure Mode Effects Analysis (FMEA) tool deployment and management for Maintenance Unplanned Downtime reduction effort and cost savings with GE and Pratt and Whitney customers. Activity provided increased machine dependability and greater machine up times, allowing plant to enter into new customer contact bids, restoring customer faith in on-time deliveries.• Divisional internal consultant resource, assisting other plants in RCCA, 6S and Kaizen facilitation, resulting in Wyman Gordon retaining Westinghouse as a customer, supporting other facilities with Lean tool sets and 2013 cost savings of $4.3M, tripling original commitments.• Managed Aerospace Kaizen events, reducing submittals in metallurgical by 84% and dimensional by 23% in four months and divisional savings for FY15 of $16 and $20 million for Energy and Aerospace facilities respectively.

World-leading provider of Seamless Rolled Rings, Forgings and Specialty Metals to primarily Aerospace market.Charged with Project Management of New Product Introduction process employed by Inside Sales and Manufacturing for largest ring in plant history. Managed new process development, TPM training, plant NIP system, and departmental communications, ensuring venture was delivered on-time and within budget. Reported to Divisional Vice President. • Reduced process steps by 66% for Machining Chip Reclamation process, quickly adopted by corporate offices in United Kingdom and Price Waterhouse.• Improved New Product on-time deliveries by 21.5% through successful implementation. • Scaled-back $500K in Return Material Authorizations (RMA’s), successfully leading cross-functional team of Accountants analyzing customer request processing and account credit and customer returns.

Major chicken processing company with annual sales in excess of $4.6B.Recruited as 1st of 5 Continuous Improvement Managers companywide spearheading and establishing corporate Lean culture and Proof of Concept for cooking and packaging facility, producing 30,000 pounds per hour of poultry across 3 production lines. Led training classes in 6S, Root Cause Analysis, Kaizens, and Perdue Business Improvement Process.Implemented data analysis, establishing baseline improvements between teams, and created 6S and Operation/Maintenance downtime root cause analysis teams. Collaborated with Quality Assurance Department, identifying, tracking, and reducing foreign material findings.• Implemented and established Key Process Indicator (KPI) Boards in 100% of production departments and 85% of support departments, establishing standardization of Perdue Business Improvement Process across all facilities.• Generated $326K+ of savings in fiscal year 2009 and > $750K in 2010 through Continuous Improvement initiatives.• Instrumental in driving key corporate initiatives through development SWOT analysis for production and support departments.• Introduced start-up checklists and shadow boards as visual management tools to poultry industry, resulting in faster start-up times after disassembly and sanitizing nightly.

World’s leading high-volume producer of ferrous investment castings.CONTINUOUS IMPROVEMENT SPECIALIST, US OPERATIONS (2004 to 2006)SIX SIGMA BLACK BELT, FERROUS DIVISION (2002 to 2004)CORPORATE MANAGER, MANUFACTURING SYSTEMS ENGINEERING (2000 to 2002)Rapidly promoted to high-visibility position overseeing development and deployment of corporate initiatives to drive process change and continuous improvement. Led and coached Total Preventive Maintenance (TPM) teams in 2 divisions and 3 separate plants through tenure. Managed Kaizen operational and transactional mandates which included mandate reviews, team member agreement, and leader and sponsor identification. Integral in Layered Process Audits and defining Six Sigma Close Out project documentation and hand-off material for Quality Department audits.• Project managed YAG Laser gate removal system relocation of 12 abrasive saw operators and 15 de-burring operators to internal jobs; an unprecedented industry second and company first. • Implemented 6S training programs which included 6S scoring processes and weekly updates to Division General Manager to drive greater accountability and productivity.• Reduced $33M in backorders by working with cross-functional departments to improve scheduling, reducing cycle time, and leveraging DMAIC principles, TPM, OEE to improve process efficiency and drive cultural change.• Established and delivered Overall Equipment Effectiveness (OEE) data and daily electronic tracking to better measurement of departmental uptime, processes, and trend analysis.

Operations Manager 1994 –1996 Beaverton, OR• Oversaw warehouse, shipping and receiving operations at a DC for PepsiCo Food Systems, including 10 Refrigerated transport loading docks and 16 Dry transportation docks. This was the nation's largest food-service distributor to restaurant chains, with 28,000 restaurant customers and annual revenues of about $5.4 billion.• Maintained operational performance during ice storms that crippled the transportation industry for 3 days in the Portland Metropolitan area and still met deliveries for 6 adjoining states.• Sustained transport loading and operational integrity during an electrical power outage that lasted more than 34 hours.• Managed an 85,000 square foot distribution warehouse, 36 employees and an annual inventory of $4M comprised of over a 1000 Stock Keeping Units (SKU's) and serviced a customer base of 1,000 stores in 6 states.• Awarded “Top Operations Manager for Warehousing” in a national (32 location) PFS GAP analysis.Warehouse Supervisor 1992 –1994 Emeryville, CA• Ownership for all Route Delivery truck loading, unloading, daily inventory, warehouse physical and monthly inventory as well as fleet semi-trailer loading between Northern CA PepsiCo bottling, can and Satellite Warehouses. Loading of overseas containers, bill of materials and outside transportation to the Oakland Shipyards.Production Supervisor 1991 –1992 Fresno, CA• Managed the product tooling design, development, manufacturing, delivery and start-up of a prototype wide-mouth bottling filler neck and base support design for All Sport beverages in 12, 16 and 32 oz plastic bottles.• Initiated the use of 2-way radios between production line workers and fork-lift operators for increased productivity.• Project lead for start-up recyclable packaging in the bulk, 16oz production line.• Wrote CAPEX and researched new production line equipment for line expansion and facility line layouts.• Supervised all bottle and fountain production lines.