Wait on customers, both on the phone and in person-Take customer's orders and enter into our rental program software-Respond to customer emails-Schedule deliveries of rental items-Liaison between counter/office employees and yard employees-Ensure all trucks, trailers, and equipment are kept up to Pennsylvania's vehicular standards, including registration, inspection, and safety records-Create load lists for yard employees to follow to correctly load rental items into box trucks for delivery-Write check out lists for yard employees to follow to prepare rental items for customer pickup or delivery-Make separate complete price lists for tool and party items-Create various Spreadsheets and Word documents-Deliver rental items-Install tents, set up tables, chairs, etc-Repair equipment

-Supervised 5 employees-Performed yearly reviews on employees-Interaction with all workers throughout the plant-Reported to Engineering Manager-Attended daily production meetings where the plant manager and department managers discuss production numbers, quality issues, downtime, scrap, overtime, etc.-Created certificates of conformance for products and approved/verified to customer specifications-Lead Contact in customer, ISO, and part specific audits-Plant is ISO 9001:2008 certified-Used Engineering background to measure and analyze various data-Held Opportunity Log meetings, which focus on Continuous Improvement-Maintained Production Log, which tracked available, scrapped, and shipped product -Tracked approximately 1000 items-Built strong relationship with customers and vendors-Maintained records of gauges and tracked calibration due dates-Calculated Plant Quality Index, which through various categories, rates the plant's production efficiency -93.5% in 2010 -96.1% in 2011, as of April

-Maintenance and debugging of new production core machine-In charge of getting the machine running properly after finding many initial problems with the design and process -Held weekly sample meetings, where new products, revisions, and current problems were discussed-Worked on Process Sheets, which through pictures and details, showed the steps of a given process-Ran the Pattern and Machine Shop, consisting of six employees on two shifts-Performed time and efficiency studies on Heat Treat Furnaces-Resulted in improved cycle time and less rework-Worked with a consulting group, which helped to streamline processes and reduce downtime and overtime-Promoted to Quality Department Manager in April 2010

-Conducted downtime and scrap studies on numerous machines and processes, which contributed to future improvement of efficiency and reduced downtime and scrap -Hi Speed Crayon Labelers – Increased efficiency by 7% through observing the machines, tracking operator data, attending weekly meetings, and performing trials -Broad Line Markers Packers – Decreased downtime 10% through many hours of observation and videotaping the operation -Color Wonder Paint/Marker Line – Improved overall process of the line and reduced scrap by 12% through extensive time studies -Fine Line Screen Printing (HotMarks) – After 40+ hours of observation and working with operators, overall efficiency was improved by 8%-Took part in many Continuous Improvement Events, where the group's goal was to improve efficiencies and develop/improve current procedures-Strong ability to use analytical skills through concentrating on different machines and processes, focusing on the reduction of changeover times and downtime, increasing efficiencies, and creating training tapes for new employees and as a refresher course for current ones

-Semester long project where graduating Industrial Engineering students work within an established company to gain experience in the field-Implement Visual Information Sheets incorporated with all operations throughout the plant, where the employee can view the sheet and follow the prescribed method to complete his job properly -Was to be continued by Matthews Bronze upon the group's graduation, in coordination with HB Maynard-Presentation of final report given to Matthews Bronze management and to the Industrial Engineering Department of the University of Pittsburgh