Analysis, formulation, and implementation of process improvements forcomplex manufacturing organizations. Business turn around strategy andexecution. Rapid growth planning and execution.Theory of Constraints (TOC) management practices and Thinking ProcessConsulting.Projects and Expertise:• Merger and acquisition analysis & due diligence (motor sports, furniture manufacturing, and machinery manufacturing).• Aerospace consulting assembly operations, and supply chain operations installing TOC replenishment (Spirit AeroSystems).• Strategic consulting retail operations for luxury travel bags, briefcases, backpacks, handbags and accessories (JW Hulme).• Continued strategic consulting for past employer in ETO equipment manufacturer (H&B Elevators).• KPI development and reporting for global operations. Safety quality delivery customer materials (SQDCM) development and reporting (GEA Process Technology).• Complete steel supply chain redesign across 15 divisions, 2 countries, 2 provinces, and 9 states (Novamerican Steel) resulting in:• Increased inventory turnover from 3-4 times per year, to 12-18 times per year.• Decreased product lead-time from 8-12 weeks to 1 day for Make-To-Stock, and 5-9 Days for Make-To-Order products.• Creating a delivery system where manufacturing and supply chain are a strategic weapon for sales.

Implementation consultant providing demand-driven manufacturing software utilizing expertise in Lean manufacturing, Six Sigma and Theory of Constraints (TOC) management practices.• Headed project management & implementation of Synchrono Manufacturing Operations Management Platform (MOM – IIoT) for commercial and military business units of Northrop GrummanInnovation Systems.• Designed remote implementation delivery system for eKanban and replenishment software (SaaS) increased sales by 50%.• Authored articles and marketing material on transitioning to demand driven manufacturing.

Spearheaded a 2 year project focused on rapid growth. Oversaw purchasing, supply chain, planning, assembly, quality, document control, manufacturing engineering, machine shop, logistics, and support staff of a 177 person company supplying high end packaging solutions in North and South America,• Analyzed and overhauled operations focusing on repeatable processes and procedures, on demand manufacturing, hiring and training programs, strategic approach to purchasing, focused engineering development, and facilities optimization.• Developed and conducted data analysis on KPI’s to determine organizational performance for: on-time delivery, lead-times of equipment and project types, labor requirement statistics for all projects, engineering change process improvements, capacity and load planning.• Grew and consolidated manufacturing from three locations (50,000 sf. to new 114,000 sf. facility) increasing production from $13M to $24M and doubled output each year.• Implemented advanced planning software system to enable and manage rapid growth.• Integrated 20+ new product offerings into current manufacturing process.• Created manufacturing engineering department to commercialize base model configurations and integrate new product development seamlessly into manufacturing.• Developed and implemented comprehensive training program for employees to support rapid growth.• Partnered with sales to create a quick turnaround function for equipmenttooling. Resulting in 50% increase in tooling projects and increasedcustomer loyalty.

Revitalized and reinvigorate an 86 year-old organization which supplied high end elevator equipment around the world. Broke a 10 year trend in declining profitability and delivery. Directed manufacturing, purchasing, project management, engineering, planning, and logistics.• Created strategic plan focused on clear company mission, alignment of executive team, and engagement of all employees.• Spearheaded turnaround that resulted in a 69% increase in throughput and a 100% increase in revenue, maintained flat operational expenses.• Reduced 2 year backlog to 1 year and realized profitability within 6 months. Increased on-time delivery from 50% to 95% in engineer to order equipment.• Created a professional Project Management Organization (PMO) as prime interface with customers.• Redesigned engineering processes to increase speed to market. Resulted in improved delivery lead-time by 66%, 90% reduction in lost and damaged components, 95% reduction in customer on-site storage requirements and increased on-site customer’s perception of value in H&B Process Deliveries.• Develop compelling sales offers through enhanced manufacturing performance which resulted in doubling sales.• Implemented infrastructure updates and replacement.

Spearheaded the implementation of Theory of Constraints (TOC) across forging, hotroll, sheet, and cold roll manufacturing for the world’s largest integrated titanium supplier.• Conducted current reality tree analysis to develop strategic plans and focused projects for each of the mill operations.• Integrated TOC, LEAN, and Six Sigma processes into one unified process.• Integrated S-DBR in mill operations. Resulted in: Increased on-time delivery of hot roll products from 35% to 65%, cold rolled products from 75% to 95%, and forged products from 65% to 90%• Implemented TOC and supply chain initiatives, resulting in Improved on-time delivery by 30% to customers.• Master Black Belt for Six Sigma.

Headed and implemented global consulting projects. Provided unique analysis and strategic improvement projects for corporate management teams working in capital intensive manufacturing industries. Projects ranged from $600,000 to $1.4 million.• Analyzed and implemented a process improvement program for a Fortune 500 circuit board manufacturing facility. This program increased board output in the facility by 200% and $600 million increase in revenue.• Generated $300K additional profit and 75% quality improvement within 4 weeks of a statistical process control implementation for injection molding manufacturing organization.• Mentored Maxager’s Japan Consulting team to ensure consistent processes and quality delivery globally.