This position was a new role created as a part of a pilot project for the division to oversee three of our primary facilities along with providing guidance across all networks and departments. The goal was to improve standard work practices and identify Lean Management opportunities within all departments as well as collaborate with all departments involved or affected by the integration of JDE into the operational side of the business.• Reduced delayed payments to the suppliers by 65% within the first 3 months through gap analysis on system data feeds between MAPICS/Basware (Receiving/Accounts Payable)o Lead Kaizen to Improve the on-time payment %’s by an additional 15% through improved processes.• Restructured Special Orders process and reporting to eliminate all major back log issues. o We started with a 2 month back log (65% of all specials). Reduced to 3 weeks back log (20% of all specials) in the first 3 months. o Now maintains 2-week lead time and only seeing delays of 2-3% driven by production scheduling or supplier delays.• Lead the transition from Monthly cycle counts by location to cycle counts by part number throughout the month.o Reduced average cycle count completion time by 35% for month end counts.o Improved part number cycle counts completion rate. Started at 60% and improved to 95% completion.o Reduced Inventory counting variances by 50% in the first year. From $4 million down to $2 million. That $2 million is driven by process failures in the system related to scrap and other projects still in works.

Led a staff of 20 to 25 people and developed the team. Starting in last place and becoming the number one distribution facility in the company. The processes and standard work are still being sustained today. In the 4 years as the manager we:• Reduced monthly overtime from 700 hours a month, down to an average of 35 hours a month.• Increased shipping average from 1.3 million feet per day to 2.5+ million.• Shipping Footage per hour increased from an average of 7,500 FPLH to over 16,000 FPLH.• Reduced our quality complaints for warehouse driven errors by 50% year over year. o Initially averaged 45 valid customer complaints per month. Now down to 1.5 per month • Also established new Process at corporate level to repair customer relations and achieve targeted turnover rates. Drove the lead time down from 30 days to less than 72 hours.

• Provide 24hr support and lead WMS process training.• Provide testing related to system upgrades, new BOM development, and ERP / WMS data flows functionality.• Plan production Schedule for 3 productions line with multi-production sub-lines. Converting long term finite schedule into a detailed short range schedule. • Daily review of detailed production schedule. Identifying any potential need for scheduling adjustments in regards to ATP, run rate adjustments, unplanned downtime, and shipment scheduling• Lead the weekly planning meetings with corporate leaders and plant managers to identify any concerns such as maintenance down times, new commissions, and/or special product testing requirements on the long=term schedule. Identifying best operational plan to maximize production output.• Maintain Monthly Production Summary data for Financial reconciliation and daily KPI reports. Providing a daily snap shot of the plants performance for fruit utilization and dryer throughput, POP, VMA, and various score carding of new or special projects throughout the year.• Continuously update SOP's, Operational Forms, and Job Aids as the need arises. recently updated our fruit delivery documentation and SAP data entry process for our SDC lines.• Supervise warehouse tasks for daily inventory management, FIFO, return to stock, shipping/receiving issues, cycle counts, and inventory disposal.• Member of GMP Audit team. Maintain and provide monthly reports identifying any GMP violations, or areas of improvement within my assigned zone.• Work with Vendors, R&D, Commercialization, and Plant teams to arrange materials for special/new projects.• Maintain Inventory demand within ERP and WMS, to ensure timely ordering and delivery of materials for production, while keeping track of lead time on special ingredients.

Acushnet Construction is a residential construction company building houses in the south coast region since the 1980’s, including Martha’s Vineyard, Block Island, Dartmouth and Westport MA, Bristol RI, and Newport RI. They oversee all architecture designs and build new construction, remodels, custom cabinetry, roofing, decks, bath, and kitchen• Lead team of 3 to 6 people, with multiple job sites in process.• Daily communication with customers on any changes or challenges

NRS services the financial compliance industry, providing consulting, education, and technology solutions to help financial services firms navigate regulatory compliance requirements. With a System created by them, the company offered two forms of business options, 1. Administrative management of the firm’s mutual funds or 2. selling access to their system so firms can manage and maintain their own regulatory and financial data,