Lead product and process improvement projects across a wide range of Caterpillar products. Cost savings to date of $21M.

CORPORATE PROFILE: A 6 Sigma process continuous improvement, product design, manufacturing, and quality consultancy, leading strategy, continuous improvement, and Robust Optimization, of projects and programs, utilizing a wide range of 6 Sigma, Taguchi, Lean, and Continuous Improvement Techniques.ACHIEVEMENTS ON BEHALF OF CLIENTS•Business Transformation / Quality Systems – Executed various CI techniques and Improved First Time Pass rates of high volume hydraulic control valve product lines for Fortune 100 Company, from 40% to over 85%, and still improving, as final changes are being implemented.•Technical Leadership / Training: Provided Design For Six Sigma Training, including Taguchi Robust Design Optimization techniques, showing many real examples to manufacturing companies in Chicago and overseas, helping them apply the techniques to their products and processes, thereby enabling them to achieve greater product performance, higher reliability, at lower costs.•Business Transformation / Quality Systems / Strategy: A startup manufacturer had design and quality issues. Trained the Design Team on Robust Design, which identified and removed the design issues, and optimized the design. This restored confidence and enabled the company to continue in the business developing high-quality products, preventing the potential of closure.• Business Transformation / Quality Systems / Strategy: A company had quality issues and attempted redesign for many months. Trained Design Team on basics of Taguchi Robust Design, which demonstrated that the current design was inherently not robust. This saved the company the trouble of continued futile redesign efforts.

CORPORATE PROFILE: A $60B construction equipment manufacturer with 115,000 employees. RESPONSIBILITY PROFILE: 52 employees with 7 direct. Responsible for Global Analytics Product Development, Manufacturing, and Supply Chain.ACHIEVED IN THIS ROLEGLOBAL / INTERNATIONAL EXPANSIONS / STRATEGIC PLANNING• Competitive pricing threatened sales. Tasked by leadership to evaluate productivity within offices in India. Identified the need to improve and expand capabilities. Mapped demand projections, built a lean organizational structure, created job descriptions, interviewed, hired, and mentored the team. Deployed operating metrics, built analytics offices (in country). This increased capacity and utilization rate by 49% within 6 months, delivering a competitive rate, which drove double digit revenue increase every year, 5 years running.QUALITY SYSTEMS AND STRATEGY / TESTING & VALIDATION / CHANGE MANAGEMENT• Charged with modernizing machine validation processes. The first 30 days, gathered top PhD Analysts and Engineers and built mathematical models that could predict issue discovery rates. Over 60 days, directed testing and selected the best model. Led development of an automated process to predict the issue discovery rate. This reduced NPI test hours by 30–60%, and became Standard Work for all machine validation & test engineering.SERVICE / PRODUCT LINE EXPANSIONS / STRATEGIC PLANNING / CHANGE MANAGEMENT• Big Data Analytics was growing worldwide and the company was behind. Called upon to grow this capability and build a Product Development Analytics portfolio. Led the enterprise-wide strategy and chartered projects. Once completed, this demonstrated analytics’ usefulness in Product Development, saving over 5X the cost of the projects. Net benefits over 3 years exceeded $100M and the Analytics Product Development Portfolio grew in revenue by double digits for 5 years straight.

RESPONSIBILITY PROFILE: Served as Corporate leader of the Design For Six Sigma (DMEDI) Process, training new Master Black Belts, and leading execution of major programs.ACHIEVED IN THIS ROLEDESIGN ENGINEERING / CULTURAL CHANGE• During the time in this role, I coached Design Engineering and Manufacturing Black Belts in over 1000 Engineering, Manufacturing, and Continuous Improvement / Quality projects, realizing significant gains in performance, quality, and cost reduction. • After deploying Design For Six Sigma, Master Black Belts received significant pushback for conducting Taguchi Robust Design Experiments, due to time constraints. Designed a new procedure to experimentally test their designs to determine if Taguchi Robust Engineering Process was needed, which proved the need on multiple systems. This evolved the design culture and within 60 days, this new process was adopted as a Best Practice in product and process design.• BUSINESS DEVELOPMENT / BUSINESS TRANSFORMATION / TRAINING AND DEVELOPMENT / COACHING• Tasked by the Vice President to revamp the 6 Sigma culture to better serve the Division. Reviewed each NPI program and created new 6 Sigma training & coaching tailored to each NPI program, including a new 2-Day Robust Engineering Workshop, that applied the appropriate 6 Sigma tools to the specific program needs. This was highly successful, and became an approved corporate course and Best Practice for engineers.

RESPONSIBILITY PROFILE: Responsible for major project execution and training Green Belts and Yellow Belts.ACHIEVED IN THIS ROLEPROFIT OPTIMIZATION / COST REDUCTIONS / OPERATIONAL OPTIMIZATION• Called upon by the Chief Engineer and given all resources to anticipate performance issues for a main product line and prevent issues and escalated costs. Performed a Taguchi Robust Optimization designed experiment, created and presented ideas within 2 weeks. This was very successful and led management to release the strategy for use in multiple projects. TURNAROUND / CHANGE MANAGEMENT• Charged with increasing first-time pass rates for manufacturing. Instituted 6 Sigma, assessed measurement systems, ran experiments, identified and eliminated issues. Led automated test stand, optimized the manufacturing and assembly processes, led training, and installed a process control system. These efforts significantly improved first time pass rate to 95%. Was awarded the Chairman’s Annual Quality Improvement Award, only awarded once per year.

RESPONSIBILITY PROFILE: Responsible for the $100M control valve design group.ACHIEVED IN THIS ROLE6 SIGMA TRANSFORMATION / OPERATIONAL IMPROVEMENT / MANUFACTURING• Tasked by the VP and Plant Manager of the Hydraulics & Hydraulics Systems Division to develop plan to achieve World Class Quality. Recommended 6 Sigma and served as 1st wave Black Belt to lead the charge. Was promoted to define World Class Quality for CAT and replicated this achievement across division

• Product Innovation / Design / Market Share Capture: Sluggish NPD led to competitive losses and frustrated customers. Presented and won approval to design a new system, researched competitive strategies, reviewed patents, and began designing new products. Within the year, achieved production of 2 new products, which prevented competitors from winning customers away and captured an additional 30% of the expected market worth $100M to date. Was awarded several patents from these product inventions and was promoted.

RESPONSIBILITY PROFILE: Responsible for designing and analyzing hydraulics and hydraulic systems.ACHIEVED IN THIS ROLEBUSINESS DEVELOPMENT / BUSINESS TRANSFORMATION / STRATEGIC PLANNING• Determined to improve career advancement within the division. Studied divisional and corporate headquarters policies, built a strategy to improve education, presented and won approval for an MBA program, polled employees, contacted universities, vetted programs, and enrolled 30 people that same year. This improved employee performance and created a collaborative atmosphere.EMPLOYEE / CUSTOMER ENGAGEMENT• A significant product line was experiencing competitive pricing wars, which eroded profitability. Determined to shorten production cycles to gain a competitive advantage and achieve faster time to market. Worked with the University of Illinois Virtual Reality CAVE to build a dynamic simulation model of the product and replaced time-consuming physics calculations. This provided faster feedback to designers, speeding up the design, procurement, build, and test cycles.