• Led 15 Kaizen Events in 2023 which resulted in average 20% improvement of Process Lead Times to drive Customer Satisfaction and identified $250K USD in FTE Efficiency Savings. Target of Kaizens to be delivered in 2024 is 20 with a reminder to date of 4.• Coached and trained over 300 employees globally and at all levels to raise the Company’s Lean Mindset towards achievement of 2023/2024 Lean Transformation Strategy.• Promoted a culture of continuous improvement by defining and implementing activities, tools, and methodologies that enhanced value generation within the organization.• Collaborated in defining and deploying the Global Lean Governance and support strategy across the company to align with the Global Strategic Priorities and Objective Key Results in 2023.• North America Lean Leader of the Global Finance and HR Process Operating Model implementation in 2024.

• Managed plant productivity projects with effective hard savings of over $500K USD in 2021 applying Lean Manufacturing process and labor optimization principles.• Executed the company’s Lean transformation plan to identify key opportunities for process improvement and waste reduction.• Trained and coached all employees on Lean tools in preparation for implementation of 5S, Shop Floor Management, Plan for Every Part and JIT.• Partnered with Senior Leadership to capture and monitor the sustainability of savings from the ongoing Continuous Improvement Projects on to the P&L.• Successfully implemented Visual Management (KPI Boards) Methodology for all departments to ensure daily plant targets for Safety Quality Delivery and Cost are met.• Continuously worked with corporate Program Management to meet new program launch metrics for part profitability, labor efficiency and capacity optimization.

• Responsible for direct labor and activities affecting line speed, cycle time, workstation assignments, change control and line balancing in the areas of: Trim (2015-2018) Windsor Assembly Plant - Dodge Grand Caravan and Chrysler Pacifica platforms Trim, Paint and Body Shop. (2012–2015) Brampton Assembly Plant - Dodge Challenger/Charger and Chrysler 300 platforms. • Optimized production processes by implementing Lean Manufacturing principles, resulting in a 15% increase in production efficiency and a 10% reduction in cycle time. • Led multiple Focused Improvement projects that achieved productivity savings of $800K USD in 2016, enhancing overall plant performance. • Supported Cost Reduction and Quality Optimization Activities to achieve the 2017 JD Power Award on the Chrysler Pacifica, ensuring high standards of product quality and customer satisfaction. • Successfully completed rate capability and labor assignments for the launch of the Chrysler Pacifica 2016MY, Dodge Challenger, Charger, and Chrysler 300 2015MY programs, ensuring smooth and timely production ramp-up. • Conducted comprehensive time studies and root cause analyses, directly contributing to a 12% improvement in body shop equipment utilization rates and a 20% reduction in downtime.• Directed ergonomic analysis initiatives, decreasing work-related injuries by 35%.

• Managed the shipping and receiving functions of the plant and oversaw the storage of purchase parts and finished goods. • Directed the international supply chain to support the Injection Molding process (imports and exports). Oversaw customs and regulatory compliance, negotiated Incoterms, and collaborated with brokers and transporters to ensure smooth and efficient inventory operations. • Led the logistics team to set and achieve yearly objectives, developed, recommended, and implemented materials policies and procedures.• Implemented logistics improvement actions, in coordination with the other plant functions (Quality, Production System Efficiency, etc.).• Led the business unit's SOP (sales/operations planning) process that drive manufacturing plans (production, capacity, and inventory plans), sales plans (forecasting, bookings, and shipments), sourcing plans (raw materials), financial plans (budgeting and financial outlooks) and impact/contingency analysis.• Accountable for preparing, analyzing, and presenting the business unit’s quarterly and annual status/progress KPI’s to divisional and corporate management.• Improved suppliers and logistics partners performance and relationships.• Ensured staffing, training, and development of team members.

• Integrated flexible work cells with one piece flow and quality at the assembly line operations. • Reduced inventory, WIP by 10% through pull production implementation and reduced operating expenses through Total Preventive Maintenance and implementation and sustaining of 5S’s. • Coordinated cross-functional teams to achieve improved station layouts, visual controls, standardized work.

- Directly supervised 40 operators at the Pre-Trim Area of General Assembly for the production of the GMC Savana and Chevrolet Express Programs- Ensured the compliance of the SQDC KPI's of the team.- Monitored all processes to ensure the attainment of the daily production schedule. - Interacted daily with the local Union.