Hired and trained over 20 team members while leading a team of over 60 indirect team members, including multiple supervisors, engineers, quality inspectors, and composite tooling team to manage quality and efficiency effortsManaged 3 departments and their personnel to support the continued growth of the company with increasing demand Established, implemented, and communicated a clear strategic plan to transition from an outdated quality system into a robust and defined quality assurance systemIdentified a training and communication gap and implemented multiple solutions to overcome that: - Launched a Boat Building (101) Basics training class for all new hires that covers culture, processes, best practices, and boat construction methods- Launched a series of monthly re-trainings focused on eliminating both internal and field failuresFocused on creating and providing valuable, accurate, and actionable data from the quality department to other departments to improve product quality, and decrease defects and rework: - Developed and implemented a daily quality KPI metric to represent and track department performances. This metric is reviewed daily in the morning operations production huddle- Developed a weekly quality improvement huddle with on the floor operators to provide feedback and eliminate defects at the source- Integrated 3 separate reports into a single automated dashboard pulling from existing data that prevented multiple employee hires, and allowed Nautique to be agile in shifting completed product strategy quickly- Identified and created a field to understand the severity in defectsEstablished clear standards for multiple ambiguous components, including setting clear criteria for acceptance for exterior and interior finish of the boatManaged a team of engineers to lead a $20M expansion from one to two facilities, including new layouts, transportation logistics, new material handling equipment, new workstations, jigs, and fixtures...

Lead, coached, and mentored a growing team of over 10 engineers during some instability in the marketAdjusted team focus from a growth/throughput optimization to an efficiency/waste minimization strategy Developed content and learning structure for a 3-month internal Lean certification program designed to increase and spread lean culture and understanding across the organization. This program is currently in its 5th waveIdentified over $28M worth of non-value-added activities as well established a path to overcome $1M of those in the first year with 2 engineers on the project

Lead a team of 10 engineers focused on continuous improvement and optimization, CAD/CAM, scheduling, and qualityCreated robust capacity planning tools that allow quick turnaround of calculations for all operations resources required that is still in use currently. This tool allows operations, finance, and HR to manage staffing requirements for ~600 peopleCreated a work balancing optimizer that allows production leadership to input headcount and output station utilizationCreated a useful labor Bill of materials

Managed large parts composites lamination builds for 7 boats per shift with a 40-person crew Solved, and controlled tactical issues that arise from all lamination builds

Initiate, implement, and document process improvement projects in various production areas to control processes and waste, increase throughput, improve quality, reduce variation and cost, as well as improve work conditions for employeesLead multiple layout changes, and new facility layouts in assembly and composites to increase production capacity and balance workloadDeveloped a mold scheduling optimizer to minimize downtime of tools and assure their availability. This directly impacted production capacity and helped satisfy growing sales demand. The tool has been a critical production tool for over 7 yearsOptimized operators’ schedules to decrease downtime, production overtime, and improve qualityCreate, optimize, and maintain 2D patterns from engineering 3D models for fiberglass material cut on CNC machineCreated, documented, streamlined, and implementing new laminate schedules for various parts to achieve target specsDeveloped planning tools to automate tooling and labor requirements calculations with different sales projectionsConducted new process feasibility analyses in high volume manufacturing and facilitated process integration into productionResearched and purchased tools and machinery solutions to optimize production processes and improve ergonomics for workersComplete and maintain Bill of Materials for gel coat, fiberglass, resin, catalyst, & methacrylate for large and small partsDesigned and implemented a training table that simulates the different assembly functions

Completed analyses using forecasting methods to plan and manage shop inventory based on guest bookings to maximize sales Managed customer and supplier relationships: performed all buyer duties, and assisted clients with assessing their gear needs Assessed shortages in media coverage for ITS concerning all its entities: Ski School and Pro Shop and developed a strategy to increase public awareness within and outside the waterski world to ultimately increase revenue and guest flow Responsible for online advertising through website, social media postings, and waterski and sports online forumsOrganized and planned a world championship event which included hundreds of athletes

Completed impact analyses to support R&D in process improvement and integration for new technologiesUndertook scenario analyses to optimize advanced technology product mix planning, by maximizing wafer outs, and minimizing resources, within layout constraints by coordinating with facilities teamContinually improved training documentation and program. Planning and Supply Chain department audit leader through 3 ISO/OHSAS audits; 9001, 14001, and 18001, for Quality, Environment, and Safety StandardsCoordinated quarterly business plans for multiple NAND Flash Technology sites across the worldPrimary point of contact for NAND area modeling and corporate planning in Dry Etch Process AreaResponsible for new hire recruiting at ASU in 2012: Guest speaker in multiple classes to overview NAND Flash Processes

Manage personnel: Payroll, scheduling, training, performance evaluation, and coachingManage supplier relationships with companyInventory controlManage purchasing, sales, marketingImproved customer satisfaction

Managed personnel: Scheduling and supervision. Ensured quality control and customer satisfactionImproved company image and increased number of repeat clients

Assisted on multiple presentation developments for a Brand Identity Forum in JordanEdited projects to successfully communicate content taking into consideration cultural differences