Responsibilities - Manufacturing, Materials & Logistics, Production Planning, Maunfacturing Engineering, Facilities & Equipment Maintenance, IT Systems and Services. Accomplishments - Leading Manufacturing & Packaging teams in the production of Medical Devices for the Retail, Occupational, and Healthcare markets. Team accomplishments include: 75% reduction in labor cost and headcount through the training and deployment of Lean Manufacturing tools. We developed, trained, & deployed a Cost reduction process that saved $425,000 in Labor & Material cost in 1st two years. Use of Lean concepts also aided in finished goods Inventory reduction of 50% in 1st year. Indirect head count was also reduced by 33% through white color process improvements. We developed and deployed Manufacturing metrics & Continuous Improvement Process to drive ongoing sustainable performance improvements. Labor Capacity Planning tools were developed to manage and control labor requirements on an annual & monthly basis. Supplier agreements were strengthened to reduce lead-time, provide bonded stock, component standardization, and lower cost and improve component quality. Our teams passed all ISO and FDA audits over the period. We also achieved Zero OSHA recordable & Zero lost time accidents the last 3 years.

Director of Operations leading a 50-employee, low-volume / high-mix electronics assembly operation producing power and control systems for the aerospace industry. Implemented sales and operations planning process that drove inventory reduction of $1.5M in a 12 month period but also allowed revenue growth from $6M to $8M. Led facilities engineering and relocation to new building. Power, air, and exhaust configured to allow real time layout changes. Implemented new plant layout that improved flow and cycle times by 25-50%, and reduced labor cost by 30% or $200K. New layout also allowed integration of FAA repair station into factory footprint. Led training, coaching and the deployment of continuous improvement tools and performance improvement techniques that improved product 1st pass yield by 80%. Organizational efficiency was improved through new Team Based Organization deployment and Plant Metrics deployment driven by a continuous improvement process. Impact to bottom line performance over the three year period is estimated at $1.2m.

Lean / TPM Facilitator traveling to customer locations to provide training and Kaizen events on 5S, TPM, Root Cause Problem Solving and Reliability Optimization. Co-authored the ATS TPM textbook and training manual. Customers included Caterpillar, Eaton and Honeywell as well Radiant Power. Wrote training material for Maintenance Optimization and conducted RCM and maintenance optimization events that significantly reduced customer downtime and operating costs. Facilitated USG Plant Startup and Honeywell plant relocation. Lean Deployment savings at Caterpillar, Eaton and Honeywell was estimated at over $2.3M.

Initially hired to lead the relocation and integration of a $12M aerospace circuit breaker business from Michigan to the Sarasota plant. Completed the project on-time and under-budget and was promoted to Operations Manager. Leveraged VSM, standard work, single piece flow, and material at point-of-use to dramatically reduced floor space while improving quality, productivity and process cycle times. Received Corporate recognition for deployment of plant-wide “Best in Class” performance metrics driven by Continuous Improvement Process. Served as “Boeing Customer Representative” to drive real time Quality and Service continuous improvement process.

Director of Manufacturing working for a $20M marine and commercial instrumentation business. Led implementation process to install performance metrics and a Continuous Improvement Process Plant wide. Metrics for quality, productivity, scrap and OTD were implemented for each work cell and product line. Labor cost was reduced 33% through improved process controls and in circuit testing. Material cost reduced by $1.4M through low cost region sourcing strategies for key components. 95% of all purchased components relocated to point-of-use and driven by new Supplier Kanban process driving $1.4M inventory reduction.

Assigned to lead $110M IAC systems business (three Factories) where he improved first pass yield 50% through training, team building and problem solving. Reduced inventory 53% by improving strategic sourcing agreements. Deployed Kanban processes on sub-assemblies to reduce inventory form 38 DOH to 19 DOH. Presented White Paper – “Model for Small Work Team Infrastructure” to Division Staff.