Titanium Cell● Delivered results on key metrics involving safety, quality and cost in a fast paced implant production team for multiple divisions by tracking and trending on a daily basis.● Drove and delivered 95% attainment on all fifteen product lines over the course of fourteen months. ● Designed and implemented visual management tools which led to an increase in productivity in bottleneck areas by 30%.● Implemented a process to identify and disposition potential non-conforming product sitting in quarantine within a time period of seven days. This allowed for saleable product to be re-introduced back into production in a timely manner as well as expose any potential non-conformances early in the process and prevent potential product escapes.● Identified and implemented safety improvements using the A3 problem solving methodology. With this process utilized, overcame the subjective aspects and let the data speak for themselves.● Supported numerous kaizen events to improve process time in hand finishing area and other bottleneck opportunities in the manufacturing process. These kaizens resulted in immediate improvements after implementation and resulted in increased efficiency with reduced process time in bottleneck area by half.● Coached, mentored and developed Manufacturing Process Lead I (MPL I) in various personnel involved challenges and conflicts.● Acted as point of contact in next level leader’s absence. ● Supported various activities/projects in ISO class 8 clean room environment with specified gowning requirements.

Titanium Cell● Responsible for the daily production output of the Titanium Hip Stem Manufacturing Cell. ● Lead production information board meetings and manage daily improvements to eliminate waste by applying lean manufacturing principles. ● Coordinate employees from different manufacturing areas in order to meet daily demands and expectations while coaching new team members on GMP’s and company’s quality systems. ● Instituted cross training program to ensure that all areas of the cell had full staff and could meet daily area production goals in times are higher than average attrition● Modified product flow to 3rd party hand finishing vendor to maximize output from in cell hand finishing area. ● Used A3 problem solving methodology to improve dust collection issue, ensuring operators were exposed to less titanium dust● Identified, sourced and implemented first adjustable buffing station. This adjustable station allows operators of different heights to perform buffing operation as ergonomically as possible. Allowing the operators to buff more stems, since posture fatigue has been minimized.● Enforce the use of proper PPE and Safety practices. Implemented a Kanban system on consumables to guarantee employees always have enough materials and avoid excessive ordering. Drive continuous improvement and standardization as a member of Stryker Mahwah Operations Excellence Team.

Cobalt Chrome Cell, Stryker Orthopedics, Mahwah, NJ● Acted as Production Team Leader for the Cobalt Chrome Hip Stem department for a nine-month period. Lead a team of 12 people across two shifts. Responsible for meeting daily production goals across multiple processes from CNC to Hand Finishing and Inspection. Worked with ops manager in absence of PTL in supplying them with details for consideration in performance reviews.● Lead production information board daily meeting to ensure Upper Management is aware any challenges, and identify any resources needed from outside the cell for implementing engineering solutions.● Responsible for ordering production materials, for example, stem caps, plastic inserts, tooling for CNC machines, and repair parts for equipment in cell. This ensured all cell team members had what they needed to successfully meet daily production goals.● Worked with vendors in workstation design for ergonomic improvements reducing risk of static posture and overuse injuries● Responsible for identifying and implementing monthly safety improvements.● Worked with 3rd party hand finishing company to train employees to Stryker process. ● Worked with technical training team and was the representative for the forging value stream during periodic curriculum review in the learning management system. This ensured cells and value stream compliance to training requirements. ● Identified cost savings for CNC milling machines by identifying lower cost alternative for tooling.