Start up of a new lamination facility. One man show wearing all the hats necessary to start and run a new plant. recruiting and hiring new people. Building a highly functional team of associates. Set up of equipment for the best flow. Procurement of materials. Safety lead for the entire organization. Quality program creation and implementation. creation and implementation of preventive maintenance program. P&L and budget accountability.

Improved productivity. Now meeting/beating goals.Reduced the employee turn-overImproved quality through Kaizen events, immediate corrective actions, and employee training.Reduced scrap by 30%Coordinated efforts between Safety, Engineering, Quality, and Maintenance to make improvements and eliminate waste throughout the departments.Coached and trained employees for improved performance and held them accountable for results.Improved employee relations and moral

Driving force for cultural changeCreation and implementation of standard work and visual workplace. Transformed the safety and environmental culture in the plant improving audit scores 40%. Implemented Lean initiatives throughout the plant that resulted in over $500,000 in savings.Trained and implemented problem solving techniques.Exceeded EBITA and sales by 15% for 2015.Developed an internal pipe-line for future leaders.Implementation of Kanban generating a savings of over $1,000,000 per year in inventory. Managed variable expenses leading to savings of 20%Established takt times and balanced assembly lines ensuring 100% efficiency.Defined expectations and held people accountable for results.New product developmentTrained and coached all supervisory staff to increase their competence as well as building bench strength.Implemented a Lean Flow system with 6-S to the Custom Molded product line which resulted in a savings of 5 hours per unit.Collaborated with the engineering team to improve the jigs and fixtures throughout the Custom Molded product line resulting in a more robust system.Collaborated with the Quality team to implement go/no-go gauging as well as the creation and implementation of Quality Check Points throughout the system.

Updated the facility’s quality, safety, environmental, and maintenance programs.Employed Lean awareness training to everyone. Fostered buy-in and involvement in the Lean process.Updated the physical building with repairs and improvements.Put KPI tracking in place.Negotiated and changed contracts to save money.

Trained and coached all supervisory staff to increase their competence as well as building bench strength to develop new supervisor candidates. Helped one employee advance from a production employee to Team Leader and then to Production Supervisor in an 8 month period.Employed Lean awareness training to everyone from floor associates to the Plant Manager. Fostered buy-in and involvement in the Lean process.Implemented a Lean Flow system with 6-S to the Custom Molded product line which resulted in a savings of 5 hours per unit in a three month period.Collaborated with the engineering team to improve the jigs and fixtures throughout the Custom Molded product line resulting in a more robust system.Collaborated with the Quality team to implement go/no-go gauging as well as the creation and implementation of Quality Check Points throughout the system.The plant exceeded EBIDA for the first time in 12 months in the first quarter of 2013.

Focused on the core values of the organization to achieve results and develop peopleMaintenance and development of standard work to ensure a quality product and to hold associates accountable for results.Utilized formal, monthly one-on-one evaluations with associates as well as six month and year end reviews to help develop the associates and help them achieve the goals they set for the year.Conducted daily start-up meetings as well as monthly state of the department meetings that helped to improve communication of safety goals and business results with the associates.Lead set up events that saved 50% on average.Co-leader in bi-weekly boundary team meetings with engineering, quality, and maintenance teams for Kaizen events and to quickly address departmental issues. Lead teams to improve the manufacturing processes utilizing 8 Disciplines problem solving processes.Coaching and motivating associates on a daily basis.Performed layered process audits in all departments.Practiced Short Interval Leadership to ensure quality and compliance.Responsible for EHS for the entire plant.Lead Maintenance employees.Created and lead safety teams that brought the company to within 94% compliant in a three month periodLead a team that implemented a Lean Flow system that improved the turn around from an average of 20 days to an average of 5 days.Implementation of TQM for the plant.Participated in the team that implemented SAPLead set up reduction events throughout the plant that saved between 20% and 75% of the time needed.Earned a green belt in Timken’s Lean Sigma programCoaching, counseling, goal-setting, and formal evaluations for all associates reporting to me.Effective management while utilizing Timken’s ISO 9100.2004 and quality systems

Created and lead safety teams that brought the company to within 94% compliant in a three month periodLead a team that implemented a Lean Flow system that improved the turn around from an average of 20 days to an average of 5 days.Participated in the team that implemented SAPLead set up reduction events throughout the plant.Earned a green belt in Timken’s Lean Sigma programCoaching, counseling, goal-setting, and formal evaluations for all associates reporting to me.Effective management while utilizing Timken’s ISO 9100.2004 and quality systemsLead teams that evaluated and improved CNC programs.