Oversaw continuous improvement program in two facilities that specialized in the printing of labels, cartons and tags for the pharmaceutical, health/beauty, and garden/floral sector.Implemented and trained staff in Daily Management Systems that supported a balance of tactical/operational goals with strategic initiatives.Assisted management teams to define, measure and report projects that contributed to the corporate savings goals of $2.5 annually.Conduct performance audits and assessments against established zero loss baseline - communicate findings, establish corrective measures with emphasis on scrap, quality, labor and non-value added activities.Coached and mentored lean training regimens for associates and teams based on specific needs, including participation in company's LSS belt learning and development program.Support departmental concerns raised in daily and weekly KPI reviews with problem solving activities (A3/E3/5-Why), DMAIC and Kaizen events.Facilitate Gemba walks to promote open dialogue between front line associates and supporting team members and resolve findings in a timely manner.Maintain correspondence with corporate and regional OpEx practitioners and divisional plants to support new initiatives and sharing of best practices.

Responsible for leading continuous improvement initiatives and lean development in a food and beverage container manufacturing facility.Utilize data to drive change and provide continuous improvement leadership support to plant's KPI's.Created Gemba walk, Tier Audit and Tier meeting systems to measure the strength of daily management program. Institute triggers that recognize improvement opportunities and create reaction plans.Worked hand in hand with staff to create departmental Strategic A3's and Problem Solving A3's around priority issues that support reduced safety and quality claims and contributed to plant's performance goals with results of $400-$600K each of the last three years. Assisted plant manager to create budget plans that resulted in $2M savings through labor, OEE efficiency and material usage variance.Implemented standard work processes in production and quality departments resulting in 5% increase in efficiency plantwide and reduction of material consumption with savings of more than $200K.

Provided support to eight regional plants to improve KPI"s over safety, quality, production, efficiency and service goals.Created training materials and job instructions for individual plants based on specific requirements.Facilitated problem solving sessions and incorporated use of Root Cause Analysis tools to produce effective countermeasures.Audited plants for Daily Management and Standard Work compliance to help recognize improvement opportunities and create development plans based on findings.Lead regularly scheduled sessions and site visits to review the use of Strategic A3's, Problem Solve A3's, and Kaizen workshops.Functioned as a liaison between plants and directors/executive leadership and escalated concerns where needed.

Established performance standards that support company guidelines for increased productivity and quality.Developed skill set ranks and individual development plans to minimize shift opening due to absenteeism and turnover. Coached and mentored production teams on lean methodologies.Led internal and external quality departments in problem solving activities.

Fostered change and instill continuous improvement practices in a unionized facility that was not current with lean manufacturing methodologies.Conducted daily audits to resolve discrepancies with work instructions and blueprints used. Results of this effort and enforcement of standard work practices helped keep scrap costs to less than $1400/month.Championed re-layout of CNC department for improved flow and a 33% labor reduction by mid year.Utilized J.D. Edwards to forecast orders and schedule press room, machining, and weld departments in unison with customer requirements.

Utilized SAP Systems to review scrap, labor, and OEE data to drive improvements and help achieve Non-Material Savings (NMS) goal. Exceeded 2016 NMS goal of $2 million as well as 2017 $3.2 million goal.Coordinated, executed and reported out team shop floor Kaizens.Facilitated Desing Lean Sigma (DLS) events with Program, Design, Mfg., and Engineering departments as new product evolved from concept to floor roll out.Led a Run @ Rate process improvement workshop with Team 1 Plastics component supplier resulting in 70% improvement in First Time Quality, along with $38K cost avoidance.Facilitated quarterly steering committee meeting with Operations to plan future Kaizen opportunities.Trained associates in lean manufacturing methodology. (JIT, Time Studies, One Piece Flow, Kanban, TPM)Promoted employee continuous improvement suggestion program (B.I.S.S.).

Created associate training program resulting in $134K in yearly savings in labor cost as well as giving my shift 90% flexibility while surpassing plant goal of 80%.Utilized AIM data entry software to drive efficiencies and scrap levels to meet and exceed KPM for my shift. OEE goal - 85%, actual - 87%. Scrap goal - 6 %, actual. - 3.5%.Initiated Kaizens to improve safety, efficiency, and rework. Combined savings were in excess of $120K.Overhauled production reporting to improve inventory and scrap accuracy with compliance to TS guidelines.

Developed Lean training programs based on Gemba Academy workshops that created $230K of continuous improvement savings from workforce suggestions. Utilized Value Stream Mapping (VSM) to drive improvement in OEE, labor, and inventory resulting in saving of $150K.Implemented standard work procedures to reduce die change over time by 40% in the Warm Forge press lines for saving of $330K per year. Developed the Environmental Management System (EMS) which was critical in achieving the ISO 14001 certification in April of 2012.Researched and established processes with venders for disposal of plant wastes and recyclable material while staying under budget by 30% on a $120K yearly allowance.Other roles held: Off shift supervisor.

Facilitated projects using TPS and PDCA methodology resulting in $400K cost savings to meet plant goals.Created work and quality check instruction to drive down weld scrap from 10% to 3% over 10 months.Reduced labor by 20% by line balancing and elimination of no-value added activities resulting in $175K savings. Developed future state plans for staffing and new business projects based off of sales forecasts.Audited staffing and machine efficiencies to keep OEE at 85% or better. Managed training lines to prepare new and current employees with TWI methods.