Defined operational objectives, exhibited Role Model Leadership, and drove HR programs for a motivated workforce.Directed production and order fulfillment, oversaw materials management, and promoted cross-functional teamwork.Ensured adherence to quality standards, regulatory requirements, and continuous improvement.Accountable for financial performance, budget management, and driving cost-effective investments for improved productivity and quality assurance.

Drive and nurture lean culture through continuous improvement initiatives. Drive the elimination of waste in every form. Drive and implement safety and ergonomic initiatives. Drive and lead manufacturing systems for the introduction of new product processes and new technology introductions. Develop tactical and strategic plans for business unit glide path. Guide and lead Quality Improvement teams using problem solving techniques. Responsible for Operations and links to Supply Chain, Engineering, Quality, EHS, Finance, SOP, and HR.

Manage the manufacturing process and team at two facilities, improve efficiencies, implement cost cutting measures.

Responsible for managing and supervising activities to support the objectives of the facility through continuous improvement.

Plant Manager for a Stainless Steel and Nickel Alloys Wholesaler & Service Center. Responsible for ISO, SOP, Training,

As Assistant Operations General Manager, I was responsible for full P&L of a 425 employee manufacturing facility. • Promoted from New Jersey to Alabama operation to reverse 4 years of declining production, low employee morale, serious safety violations, environmental violations, and poor community relations. • Achieved 2 Million Man Hours with no lost time injury and received recognition from the local Chamber of Commerce, the State of Alabama, and the American Foundry Society.• Reduced hourly employee turnover rate from 55% to 16% for 4 consecutive years. • Successfully managed full P&L environments ($70M sales budget, $36M plant operations budget and $10M capital budget).• Increased annual sales by $20 Million (a 33% improvement) and Gross & Net Profit to plus 20% & 3.88% respectively. • Reduced downtime from 23.4% to 10.6% in 2008.• Decreased OSHA Dart score from 8.90 to 2.99 (industry average/7.20) and TRIR from 27.65 to 12.37 (industry average/15.10). • Established strong customer and vendor relationships for the benefit of the company.

As Quality Assurance Manager, I was responsible for the Quality Department and ISO 9001:2000 for a 225 employee manufacturing facility.• Re-established ISO 9001certification. 220-employee permanent mold, centrifugal ductile iron casting facility. 9001: 2000 ISO re-certification. Resulted in promotion to assistant General Manager.• Implemented standardized process that involved heat-treating, and developed systems to monitor and track non-conforming products, which greatly reduced scrap rate.

As Manager, I held various supervisory positions in melt, production, finishing, core room, maintenance, quality, safety & environmental, admin., and hr departments of a 180 employee manufacturing facility.• Created and implemented a new ISO Quality Assurance program, Certified as Lead Auditor, and obtained ISO 9001:2000 registration in a nine month period for the entire plant. Assisted supervisory positions throughout the plant as needed.• Trained new hires in performing required job tasks and safety requirements.• Completed various American Foundry Society courses dealing with melting, molding, and other foundry practices.• Authorized as an OSHA General Industry Outreach Trainer to conduct 10 and 30 hour General Industry outreach training.

As Director of Quality Assurance, I was responsible for quality, safety, and training for a multi-branch facility with 200 employees.• Recruited to develop a Quality Assurance department that focused on Crane Operator Training, Safety Training, and the identification of ways to reduce accident and injuries and achieved corporate objectives within 6 months.• Developed and implemented a safety policy that addressed key issues after completing accident investigations of new crane where the crane was not set up properly.• Created state-of-the-art audiovisual training center to conduct training for safety, licensing and certifications.

As Branch Manager, I was responsible for P&L of a forklift parts, service, sales, and rentals dealership with 20 employees.• Managed $2 Million annual budget with 20 employees driving sales and service relationships for customers. Responsibilities included developing and maintaining client and manufacturer relationships, managing the inventory of the rental and service tools and supplies, hiring, training and motivating all branch personnel. • Designed and purchased a new type of service vehicle to provide niche market of roll-up door and dock repairs, which assisted in boosting sales revenue. Also improved branch short and long-term rental sales by 150%.