Managed day-to-day plant operations, supervising 90+ direct and indirect reports in areas including supervision, production, mold technicians, die setters, material handlers, trainers, and tool and die.1. Collaborated with executive leadership to transform the culture.2. Established training organization to improve operational KPIs and establish career pathways for employees.3. Established a continuous improvement mindset through the deployment of Kaizen Methodology yielding a reduction of downtime by 20% to date.4. Led a 5S Program Kickoff to reinvigorate the department 5S program leading to improvements in housekeeping.5. Mentored the leadership development of the department leadership team.

Managed day-to-day plant operations, supervising 65+ direct and indirect reports in areas including materials, manufacturing, manufacturing engineering, maintenance and purchasing. 1. Established key operations KPIs to improve competitiveness and profitability.2. Led Capital Investments of $7.5 million to improve material flow and modernize manufacturing3. Led Kaizen events to improve customer OTD from 54% to 88% through improvements in production planning and visual factory concepts4. Led Kaizen events yielding improvements to reduce die change times by 50% 5. Led Kaizen events to reduce scrap and rework costs by 24% 6. Led Kaizen events to improve housekeeping through the implementation of the basics of 5S

Managed day-to-day plant operations, supervising 150+ direct and indirect reports in areas including materials, engineering, human resources, IT, EHS and operations. 1. Played an integral role in the evaluation and development of the hiring plan to expand operations by 75,000 sq. feet.2. Established key operation KPIs for the Quality Operating System to enable the company to maintain competitiveness and profitability.3. Led Kaizen events yielding improvements to production planning and scheduling and mold change times to reduce past due work by 50% 4. Led a 5S Program Kickoff to reinvigorate the site 5S to improve housekeeping and labor efficiency.5. Mentored the leadership development of the Operations Manager.

• Led culture change within the Program Operations Organization producing collaborative work teams within the Production and Depot Value Streams. • Led the Total Employee Engagement implementation for the Program Operations Organization • Led the Environmental Health and Safety Leadership Engagement implementation for the Program Operations Organization • Led the Continuous Improvement Effort to improve Support Labor tracking utilizing order management in SAP. • Sponsored a R6s Specialist Project to improve our consumption and inventory management of commodities like wire and sleeving.

• Expanded Production Planning and Control Function from 1 site to 6 sites • Co-Lead for MRP Implementation at 8 sites. • Led a Raytheon Six Sigma Project to improve Scheduling Processes yielding a 97% reduction in hours past due. • Led a Raytheon Six Sigma Project to reduce purchase requisition release cycle time from 22 to 5 days • Led culture change within the Production Planning & Control to yield a higher level of customer service • Led a Raytheon Six Sigma Project to reduce the program release cycle time from 9 to 3.5 days • Led the Total Employee Engagement implementation for the Production Planning & Control

Ashland Hardware Systems, A Newell Rubbermaid Company. Window and Door Hardware (Metal and Plastic) and Consumer Products (Plastic) Machinery utilized: Niigata, Sandretto, Cincinnati-Milacron, Arburg, Van Dorn & Jaco Mfg. Resins used are Engineering and Commodity Grades such as Nylon, Celcon, PC, PP, PE, HIPS and etc. Oversee the implementation of Newell Rubbermaid s Supply Chain/Op. Ex tools at Ashland. Led continuous improvement teams through Kaizen events. Serving as a plant consultant for all sites for quality improvements. Drive productivity projects and report out at monthly Operations Reviews. Safety Excellence and Leadership Auditor. Led a Supply Chain Improvement Project to optimize mfg footprint to achieve best cost yielded a cost reduction of $1.5MM annually. Led a Sigma Science Project to improve scrap measurements of all sites and yielded a cost reduction of $150k annually. Led a Sigma Science Project to improve PM of Injection Molding Tooling that yielded a cost reduction of $500k annually. Worked closely with Process Engineers at all sites to implement Scientific Molding. Lead and collaborated with team members to improve SEAL Score (Safety) at the Lowell Facility from 40% to 67% YOY.

Machinery utilized: Niigata, Sandretto, Cincinnati-Milacron, Arburg, Van Dorn & Jaco Mfg. Resins used are Engineering and Commodity Grades such as Nylon, Celcon, PC, PP, PE, HIPS and etc. P&L responsibility for both the Ashland Lowell Facility and Woodbridge Facility. Plant Manager for the Lowell Facility manufacturing, distribution, plant and manufacturing engineering process. Proactively maintain a safe working environment promoting safe behaviors achieving 1 Million Hours Worked Lost Time Accident Free. Drove Lean manufacturing initiatives using Newell Rubbermaid s Operational Excellence program. Developed operations expense, cost reduction, and capital equipment budgets and managed adherence to those budgets. Achieved established production volumes, schedules, cost and quality metrics that maintained our 99% on time to customer rating. Monitored and insured all governmental regulations were met. Maintained and improved the current employee relations climate. Defined training and development strategies for manufacturing, maintenance, and tooling organizations that moved them to the next level of competence. Reduced Operating Budgets by $4MM Mentored the Leader of Materials and Planning to reduce business inventory by 33%. In-Sourced Contract Manufacturing Opportunity (adding 50% volume to Factory 32 machines = 100 skus.)

Machinery utilized: Niigata, Sandretto, Cincinnati-Milacron, Arburg, Van Dorn & Jaco Mfg. Resins used are Engineering and Commodity Grades such as Nylon, Celcon, PC, PP, PE, HIPS and etc. Oversaw the workflow of an operation that operated on a 24/7 schedule with 132 direct/indirect reports and included IMM (60), assembly, material handling, and processing operations. Developed daily reports, monitored, and improved OEE by from 65% to 73%. Utilizing DuPont STOP Principles proactively maintained a safe working environment and promoted safe behaviors. Drove Lean manufacturing initiatives using Newell Rubbermaid s Operational Excellence program. Developed operations expense, cost reduction, and capital equipment budgets and managed adherence to those budgets. Achieved established production volumes, schedules, cost and quality metrics that maintained our 99+% on time to customer rating. Maintained and improved the current employee relations climate. Developed and implemented a plan to meet capacity growth needs. Defined training and development strategies for manufacturing, maintenance, and tooling organizations to improve competency. Reduced Mfg Operating Budget by $1MM. Mentored the new Master Scheduler to drive OEE through Master/Finite Schedule Optimization conducting TPM. Mentored Management Development Program Candidates in Supervision and Supply Chain. Improved Troubleshooting abilities for Operations, Marketing and Engineering staff by conducting Scientific Molding Training. In-Sourced Intercompany (Levolor/Lenox Business adding 25% volume to Factory 99 tool bases = 153 skus

Developed daily reports using Microsoft Office Tools (Access and Excel), monitored, and improved OEE by from 60% to 65%. Planned a level-loaded injection molding master/finite schedule containing (12,000+ skus) across all assigned tonnage groups to maximize equipment and tooling utilization. Initiated and supported the movement of tools to external vendors to balance planned production load vs. planned requirements and available plant capacity. Developed and improved inventory ratio within specific targets to support customer service. Attended daily expedite and production meetings. Carried the responsibility to support/develop the daily activities required to maximize customer service. Maintained planning parameters and insured data integrity on assigned products. Managed the assigned products life cycle through current processes as well as played a major role in product initiations so that inventory was properly managed. Reduced excess and obsolete inventory by $500k. Scheduling Process Improvement for Lowell Plant led to an increase in Labor Efficiency of 20% YOY. Collaborated with Tooling and Maintenance Leadership to develop Visual Factory Tracking Methods for TPM. Established Kanbans for F/G and Component Level Inventory to increase on time delivery to 99%+ and Inventory Reduction.

Machinery utilized: Niigata, Sandretto, Cincinnati-Milacron, Arburg, Van Dorn & Jaco Mfg. Resins used are Engineering and Commodity Grades such as Nylon, Celcon, PC, PP, PE, HIPS and etc. Monitored daily labor efficiency. Ensured all OSHA and Ashland Safety policies practicing DuPont STOP Safety principles. Oversaw the work flow of a 60 machine manufacturing floor with 26 employees. Provided technical support to resolve production floors problems. Monitored and reduced daily scrap quantities while maintaining world class quality. Reviewed, trained, and maintained staffing levels in accordance with staffing guidelines. Provided support for new injection molding process in accordance with Systematic Molding Principles. Reduced Incident Rate by 25% for the shift through strict adherence to Housekeeping Instituted a cross training program to improve throughput of shift.

A door manufacturer of door locks, door handles, trunk locks and other automotive components Injection Insert Molding Foreperson, 5/99 to 7/01 Machinery Utilized: Sumitomo and Nissei. Resins Processed: Hytrel. Oversee the work flow of the insert molding section of the department on the 7 day a week operation. Ensure that all the OSHA, QS9000, and 5S procedures are met. Supervise the productivity of 38 associates. Audit product changeover on machines. Plan the shifts daily job duties and prepare for the following shifts duties as well. Provide technical support on the production floors problems. Monitor and reduce daily scrap quantities. Report the status in the morning meetings of the molds that need repair. Follow all molds in the area from trial status to mass production status Schedule all mold changes to meet production requirements for a forty machine production floor with 457 active products. Review the manning and replace the associates in the work areas needed through the new associate hiring process