Giti broke ground on its first US Greenfield Plant in 2015 and started production tires in October 2017. Overall accountability for planning, scheduling, inventory and receiving. Responsible for 14 employees and managed the master planning of $13.5 million in sales. Initiated and lead senior leadership team through creation of plant manufacturing system, annual strategy planning, KPI development, and quarterly management review. • Increased production 2500 tires per day to 7000 tires per day over 15 months through collaboration with the Giti USA Sales entity and development of the SIOP process• Reduced raw material inventory by 15% over 6 months through analysis and coordination with raw material buyers in our headquarters in China• Improved inventory visibility and accuracy by 10% through implementation of cycle counting, physical inventory process and leading the integration of inventory data into Oracle costing module

A $220 million-dollar site producing polypropylene and polyester non-woven textiles. Responsible for generating $1M in cost savings over 2 years with a minimum of 4 black belt projects, mentoring 5 green belt students for Berry certification, facilitating macroplanning to fill the sites project pipeline, and managing site business excellence budget on a weekly basis. • Reduced jet out waste from 11 to 8 breaks per 100K kgs pumped resulting in an annual savings of $275K and $232K margin contribution• Improved hangs waste by 30% resulting in $215K in savings and $272K in margin contribution• Co-facilitated macro-planning workshop resulting in $3.5M in project ideas for the sites pipeline with actual savings of $4M

Responsible for 10 salary and 32 hourly employees, $12M in finished goods across two warehouse locations, supplier management, MRO and capital buying, direct and indirect procurement, procurement of vended goods for distribution from multiple suppliers, 20 outside service providers, scheduling of all mainline and converting assets, shipping an average of $18M monthly domestically and internationally. • Optimized and reduced inventory by 37% from $31M to $19.5M over 5 months• Improved turns from 5 to 8 on total inventory and 11 to 14 on finished goods• Reduced backorders by $2M and improved OTIF to 95%

$132 million-dollar site machining commercial steering parts and gear assemblies. Responsible for 32 employees and managed $6M raw material inventory, and $132M in annual sales. Lead site through the strike contingency planning process, a 3-week strike, and strike recovery.• Reduced back orders to zero for first time in 5 years• 96% MMOG/LE site evaluation achievement

Manages the purchasing and inventory control functions of a $35M monthly budget. Provides support to production scheduling on all material flow issues to meet production schedules and customer requirements. Interfaces with product line coordinators on the planning, and forecasting of customer orders to meet shipments. Manage facility raw material planning using SAP and Raw Materials Planning tool. Lead and direct the purchasing team to manage raw material inventory, on-time material delivery, closure of value leadership initiatives, supplier complaints, and human resource, development activities.

Responsible for the forecasting and scheduling of 7200 to 8000 commercial tires per day. Worked collaboratively with production, product industrialization, and quality colleagues to distribute a weekly shop floor schedule which optimized changeovers, minimized scrap generation, supported new product launches, reduced overall component complexity and synergized with product and process improvements.

Trained and coached yellow belt participantsChosen as one of five people to be certified in Six Sigma as a Black Belt.Coordinate the development of shop-floor Computer Based Training for the Mt. Vernon Plant and across the entire organization.Participated in a lean manufacturing workshop presented by Ford Motor Company's Lean Manufacturing Team.Participated in a Leadership Training with the Mt. Vernon Leadership team.

Computer Based TrainingDecreased green scrap on shop floor by 25% with Computer Based Training (CBT) and video training.Decreased cured scrap by 15% with training initiative.Designed and Developed 30 unique CBT lessons in 7 months.Implemented 30 modules training over 700 employees in 7 months.Maintained a high employee approval rating based on surveys included in CBT format.Presented CBT to managers, directors, and executive board members for expansion to other Continental Tire Plants and well as showing marked progress with in Mayfield plant.Set bench mark for training among all Continental AG facilities.Developed over 100 web pages as interface for Training and Development.Obtained free outside Essential Skills Training for salary employees.Assisted outplacement services with training and job placement of displaced salary workforce.Assisted in the development of a training records database module in SAP to meet TS16949 standards.

Built an average of 400 tires a day for 4 years.Safety Representative for shift and tire department for 2 years.Served as mentor and trainer for the tire building classification.Co-authored tire building manual.Chosen out of 250 employees to develop CBT for tire rooms.