· Manage team of 6 manufacturing engineers and 4 CI technicians supporting 375 production employees spanning 8 value streams.· Doubled horizontal directional drill production capacity and reduced hours per unit by 20% in 3 months through Kaizen events, layout changes and 5S improvements.· Reduced new product implementation lead time by 50% and decreased manufacturability issues post launch by involving manufacturing engineers earlier in the development phase.· Relocated and successfully integrated 2 value streams (consuming 36,000 square feet of floor space) into neighboring plant, resuming production 30 days after T3 tornado destroyed original manufacturing facility.· Develop and implement continuous improvement strategy plan for the segment in collaboration with plant leadership team.· Achieved 93% on time completion of projects as defined within the continuous improvement plan.

· Managed team of 10 area managers with supervision responsibility for 440 production employees spanning 10 value streams.· Led daily operations for 50 diverse products, consistently hitting delivery dates during record breaking sales years (2016 and 2017).· Reduced defects per unit by 25% throughout the division by introducing in-line quality inspection.· Set safety, quality, delivery, and cost metrics for production. Reviewed metrics and identified countermeasures as appropriate during managing for daily improvement (MDI) walk-arounds with area managers and supporting groups.· Served as a key contributor on the advanced manufacturing team that initiated and introduced digital instructions to production resulting in a 75% reduction in ECN implementation time across the business.· Collaborated with master scheduler and procurement manager to set and revise production schedules based on supply and demand.· Nominated in 2015 by senior leadership team to participate in V-LEAD; a highly selective 12-month advanced leadership program.

· Managed team of 4 manufacturing engineers and 4 CI technicians supporting 400 production employees spanning 10 value streams.· Improved skid steer assembly productivity by 50% in 3 months through waste elimination, work-load balancing, and just-in-time methods. Improvements made the line profitable and increased units per day from 3 to 7.· Created mixed model line combining 5 models and 2 value streams in two days without disruption to production. Reduced floor space by 40% and improved productivity by 20%.· Influenced the growth of Design for Manufacturing and Assembly (DFMA) events across all divisions.· Promoted standard processes, improved flow, waste elimination and support for managing for daily improvement (MDI) activities.

· Reduced and maintained turn side steel inventory by 50% through creation of a visual Kanban ordering process.· Established visual management system that improved daily delivery of parts by 20% in one week.· Used root cause analysis to reduce machine shop scrap dollars by 75% during tenure in position.

• Reduced re-work time by 30 minutes per unit through new bolt-on design• Wrote DCN's/ECO's to improve the flow of the weld line• Supervised audits to ensure quality of water seals• Determined areas of concern with prototypes on the weld line and documented them accordingly