Blackhawk Molding Co, Inc. specializes in inventing and manufacturing proprietary products. Blackhawk is a pioneer in supplying plastic injection molded products to the dairy, bottled water and juice industries.

CREDMADE is a public benefit corporation contract packaging business that provides flexible, custom solutions to the food industry. It’s a subsidiary of nonprofit Chicago CRED that aims for a transformative reduction in gun violence in the city of Chicago.I was brought in as a contractor to help support the onboarding of a new customer. Eat the Change partnered with CREDMADE to bring a completely new organic product to the market place in the children snacks area, Cosmic Carrot Chews. Production of the new product started successfully in September of 2021.

Phoenix Closures is a producer of plastic closures for the food and consumer products industries.Responsible for all aspects of manufacturing operations for shift “A”.Led a team of Process Specialist and Utility Operators in the production of plastics closures. Responsible for the safe operation of ten plastic molding machines and six cap lining machines.Responsible for ensuring that SQF (Safe Quality Food) and GMP’s (Good Manufacturing Practices) and product quality guidelines were adhered to in every aspect of the production processes.Using data from IQMS (ERP system) and in-house reports developed Excel chars to show the scrap and OEE (Operating Equipment Effectiveness) for each machine.

Accurate Partitions Corporations is part of the ASI Group; the leading producer of bathroom partitions in the world.Responsible for all aspects of manufacturing operations; safety, assembly, fabrication, manufacturing engineering, maintenance, quality control, shipping/receiving, tooling design and procurement of capital equipment.The facility produced approximately 65,000 partitions annually in various steel types; powder coated and 304 stainless steel (satin, diamond and leather textured). Core processes included shearing, punching/notching, roll forming, press brake forming, welding, powder coating, and assembly.Led the facility in a successful ERP (Epicor 10) implementation. Corrected bills of materials and developed new part numbers and descriptions for finished goods, as a result order entry and packing errors were reduced by 45% and cost associated with errors was reduced by 65%. In a build-to-order and engineered-to-order environment, 65% of all the orders shipped within 48-hours of order entry and 83% of all orders were shipped within 5-days. No other supplier in the industry came close to meeting these lead times.Developed assembly line component reports by part number and led daily production meetings to ensure that all areas were producing the correct components. The facility consistently maintained an on-time rate of 99% or better. Developed the layout and coordinated all activities and resources to relocate the facility from a 55,000 SQFT plant to a 109,000 SQFT facility. Motivated the entire operations team to work together and go-the-extra-mile to meet an extremely aggressive time line. Production started at the new facility as scheduled and the relocation was transparent to the customers.

(Formerly known as Marietta Corporation) A producer of guest amenity products and co-packer of personal care and household cleaning products. Led facility with 400 associates for the production of over 60 million bottles of house cleaning products annually at the Chicago, IL plant. Full P&L responsibilityLed a team of (7) departmental managers: Filling Operations, Quality Assurance, Customer Service, Procurement/Logistics, Human Resources, Compounding, and Maintenance/Engineering. Core processes included compounding of chemicals, bottle filling and labeling. Facility maintained a 99% fill-rate attainment to its customers.Responsible for ensuring that the facility comply with GMP's and regulatory agencies guidelines. Medical recordable safety incident were reduce from 13 in 2008 to 2 in 2010. Implemented the DuPont STOP Safety Training Observation Program.The facility became a benchmark for housekeeping as a result of a high level of commitment to 5S methodology.

A leading $13.5 billion Global Fortune 500 supplier of electrical distribution and controls products.Led an ISO9001 certified facility with 145 associates in Schiller Park, IL. The plant manufactured build-to-order and engineered-to-order Low Voltage Switchboard and Panel Boards. Had P&L responsibility for $40 million in revenue.Core processes included metal fabrication (steel, copper, and aluminum), welding, and assembly of electrical switchboards and panelboards. Led a team of (7) departmental managers: Operations, Safety, Quality Assurance, Customer Service, Order Engineering, Supply Chain, Human Resources, Maintenance/Manufacturing Engineering. The hourly workforce had membership with the IBEW (International Brotherhood of Electrical Workers). My commitment to Safety allowed the facility to be awarded the Best Safety Performance Award for 2007 from the Occupational Safety & Health Administration (OSHA) and the Illinois Safety Council.Successfully negotiated a contract with the IBEW.Working with the Lean Manufacturing Team reduced lead times by 20% through the redesign of the assembly process to a one-piece flow.

A $3 billion division of a Global Fortune 50 company. A leader of electrical distribution and automation control products.Led a ISO9001 certified facility that manufactured build-to-order and engineered to order Motor Control Center and Enclosed Controls. The facility had $80 million in revenue and 300 associates. Core processes included metal fabrication with highly automated equipment, wiring and testing of electronic devices, welding, hardness assembly and final assembly of motor control center and enclosed controls.Full P&L responsibility.Products were shipped to North America, South America, and Africa.Led a team of (9) departamental managers: Operations, Quality Assurance, Customer Service, Procurement, Human Resources, Design Engineering, Order Engineering, Supply Chain, and Manufacturing Engineering. Improved on-time shipments to customers from 60% to a sustainable 98% within four months.Led the launch of Lean Manufacturing and Six Sigma initiatives at the facility

A $3 billion division of a Global Fortune 50 company. A leader of electrical distribution and automation control products.Led an ISO9001 certified facility that manufactured build-to-order and engineered to order electrical distribution switchboards and panelboards. The facility had $ 25 million in revenue and 55 associates. Full P&L responsibility.Core processes included metal fabrication (steel, copper, and aluminum), welding, and final assembly.Led a team of (4) departmental managers: Operations, Engineering/Quality Assurance, Customer Service, and Procurement. Improved manufacturing process which allowed the facility to achieve a 35% increase in revenue by absorbing additional volume that other facilities building similar products could not ship on-time. The additional volume was absorbed without an increase in headcount. The plant maintained 99% on-time shipments.Led the launch of Lean Manufacturing and Six Sigma initiative at the facility.

Responsible for the product management of residential electrical distribution products; load centers, combinations (utility meter/load centers), air conditioning disconnects and temporary power products.Accompanied the sales organization on customer visits and sales calls. Represented the company at various trade shows.Developed the product specifications for the development of the UltimateTM Load Center, which went to become the premier, fastest to install load center in the industry. Incorporated the Insta-WireTM patented features in the load center. Received a patent for innovative solution. Developed all the specifications, contributed to the design process and created all the marketing material for the launch of the Temporary Power products, a product line that Siemens had not participated in the past. Negotiated the terms and pricing to outsourced the manufacturing of the product to Jamestown Advanced Product Inc. Generated an additional $500K in additional revenue during the first year. Negotiated a private labeling contract for Air Conditioning Disconnects with Midwest Electric, a wholly owned subsidiary of General Electric Company, project generated savings of $1.0M annually.Represented the company in all the regional meetings of the International Association of Electrical Inspectors (IAEI).

Promoted to led the load center Focus Factory Plant. The plant produced the "bread and butter" products for the division. Responsible for leading the entire value chain, from fabrication of sheet metal, copper, and aluminum components, liquid dip painting and the final assembly of all load centers.Led a team of (4) supervisors and 150 associates.