Operators around the world rely on Bell Helicopter products for reliability, capability, safety and performance. Combine the products designed and built around customer requirements with Bell Helicopter’s top-rated customer support and services, and you have the Total Mission Solution for your industry’s needs.

Successfully managed shift crews of 28-45 Union employees, monitoring performance, attendance, productivity and implementing enhancements.Lead teams through improvements in process flow, improved quality, directly responsible for capacity planning, shift productivity, on time delivery and first pass quality yield.Promoted Adherence to 5's, continuous improvement and lean manufacturing principles.Reduced waste by 27% thru increased accountability of production team members and feed back to vendors.Facilitated Kaizen events, utilizing Six Sigma tools, identifying value and eliminating waste.Implemented a continuous moving line concept resulting in 26% increase in efficiency and productivity.

Lead PIT team that created SOPs, check lists and maintenance PM procedures which reduced downtime by 70%Participated in a WHSE Inventory Accuracy team that included writing SOP/Process Maps for raw materials, packaging materials and full goods handling, production reportingWrite, update and maintain SOP’s for a start up facility less then 3 years old utilizing high speed Krones labelers, variopac, wrapapac and palletizers, as well as fillers ranging in speed from 400 to 1500 upmDirectly responsible for coordination of production personnel for the purpose of producing a quality product at efficient costs

Exceeded Key Performance Indicators goals:Safety Reduced recordable accidents annually by 12% through implementation of mandatory OSHA training, and resulting 100% shift compliance.Participated as a Safety Committee member 3 years, assisting in the reduction of Lost Time Accidents and OSHA recordable rates. Implemented new safety procedures for fork-lift operators that established guidelines for proper inspection and use of all equipment.CultureImplemented a policy of firm, fair and consistent treatment of all employees thereby reducing grievances by 50% over prior year. Created an excellent working relationship with all members of my team both union and non-union in order to improve morale and increase productivity.QualityRaised product quality standards by reducing pounds on hold, total cases in hold aisle and increasing first pass quality.Customer ServiceReduced storage and product out of date costs by 37% by implementing new procedures that reduced on-hand inventory and increased inventory turns. CostsLabor MeasuresReduced direct labor cost by 12% through evaluating and re-assigning job task/job consolidation.Line Performance MeasuresConducted training and evaluated new hire and new bid recipients aptitude to effectively perform the duties of their new positions and re-assigned jobs when necessary. Financial MeasuresDecreased milk and oil waste by 14.6% through efficiently managing batch mixes and reducing product rework on all shifts.

Increased line efficiency by 22% through implementing successful management practices in a new environment. Directed a staff of 5-7 supervisors with a union work force of 150 employees.Evaluated, retrained or replaced talented employees, better positioning the company to achieve its objectives and production goals.Established clearly defined documented goals and objectives for each Supervisor, resulting in increased productivity and better morale throughout the plant.Facilitated weekly new hire and safety training meetings for hourly employees in an effort to improve communication and reduce turnover.

Established and maintained a clean organized work environment; actively participated in all first aids, recordables, lost times; asked about safety issues daily; monitored activities not conducive to a safe work environment, monitored training for pallet jack, proper lifting, and all other applicable OSHA regulationsExperienced in all aspects of canning manufacturing, from making the actual cans, soup processing, labeling all the way through to finished goods; also had experience in the manufacturing of Prego spaghetti sauce as well as Pace Picante Sauce in a facility of over 1,000 Union employeesEquipment experience includes Stork, Rotary Cookers, Krones labeling machine, Priority One Palletizing equipment

6 years of Production Supervisor (Easton,ME and Othello, WA)2 years of HR Manager (Easton,ME)Implemented SPC (Statistical Process Control), resulting in a reduction of "holds/restricted" product by 18%.Developed and maintained a positive labor relations program, timely staffing of qualified personnel for a facility of over 500 employees; developed/maintained employee training; administered employee benefits/payroll; enhancing company image by engaging in community activities.Reduced the LTA "Lost Time Accdents" record by 28%, through communication and documentation practices directly with employees.