Coordinate and oversee the technical and engineering activities of Launch, Industrial, Process, and Controls Engineering. Responsible for managing engineering projects and overseeing the efficient running of projects related to plant developed cost savings (Reduction in cost: scrap, IM) while improving and maintaining JPH targets including providing supervision/guidance to Launch/Engineer Team Managers.

Engineering lead for spiral bevel and BEV gear engineers in charge of production support for a seven-day operation (safety, quality, delivery and cost).• Continuous Improvement mindset using Ford Production Systems utilizing Corrective Action Decks, for JPH, Scrap, and IM. Lead organizer for yearly roadmap actions to achieve FMC yearly goals for JPH improvements, Overtime Reductions, Industrial Materials Savings and Scrap Reductions totaling $4.3 million. • Secured $5 Million for… Show more Engineering lead for spiral bevel and BEV gear engineers in charge of production support for a seven-day operation (safety, quality, delivery and cost).• Continuous Improvement mindset using Ford Production Systems utilizing Corrective Action Decks, for JPH, Scrap, and IM. Lead organizer for yearly roadmap actions to achieve FMC yearly goals for JPH improvements, Overtime Reductions, Industrial Materials Savings and Scrap Reductions totaling $4.3 million. • Secured $5 Million for furnace rehab and future reduction of cycle times, FTT improvements and IM cost reductions which positioned operational cost reductions of $335K annually.• Achieved year over year scrap reductions of $1M savings/year: incorporated sustainable repair processes for gears. • Sustained improvements for safety and ergonomics which included multiple actions regarding loading and lifting: lift assists, platform modifications, matting, and ergonomic rotations; moved from worst to 3rd best in FMC. Show less

Engineering lead for gear and tube engineers in charge of production support for a seven-day operation (safety, quality, delivery and cost).• Continuous Improvement mindset using Ford Production Systems, Corrective Action Decks, Top 5 Boards (hour by hour ICA’s and PCA’s), Roadmap actions for JPH improvements, Overtime Reductions, Industrial Materials Savings and Scrap Reductions totaling $4.3 million. • Finished launching Explorer (CD6R) program – new gear design with all new… Show more Engineering lead for gear and tube engineers in charge of production support for a seven-day operation (safety, quality, delivery and cost).• Continuous Improvement mindset using Ford Production Systems, Corrective Action Decks, Top 5 Boards (hour by hour ICA’s and PCA’s), Roadmap actions for JPH improvements, Overtime Reductions, Industrial Materials Savings and Scrap Reductions totaling $4.3 million. • Finished launching Explorer (CD6R) program – new gear design with all new processes.• Engineering projects – 16 Person Cost savings – load and unload cells• Achieved year over year scrap reductions of $1M savings/year: incorporated sustainable repair processes for gears, tubes and tube assemblies. • Improved safety and ergonomics, multiple actions regarding loading and lifting: lift assists, platform modifications, matting, and ergonomic rotations; moved from worst to 3rd best in FMC. Show less

Team Manager for 15 departments maintained by 16 engineers and 104 skill trades personnel producing axle subassemblies, welding assemblies, final assembly and paint. Responsibilities include reduction of RTO by implementation of robot cells, job combinations (studied by I.E.), engineered assembly changes and off standard workers, PM planning, training, and maintaining multiple departments.• 32-person reduction of RTO• SAP 1st unload robot cell – unloading F-250 axles into final… Show more Team Manager for 15 departments maintained by 16 engineers and 104 skill trades personnel producing axle subassemblies, welding assemblies, final assembly and paint. Responsibilities include reduction of RTO by implementation of robot cells, job combinations (studied by I.E.), engineered assembly changes and off standard workers, PM planning, training, and maintaining multiple departments.• 32-person reduction of RTO• SAP 1st unload robot cell – unloading F-250 axles into final racks.• Training – Engineering changes to be cross functional – Matrix Categories – Rating per Eng.• Manage 21 Sub and Final Assembly Lines within 14 Departments• JPH Improvements on F-150/Transit Main Assembly Lines to achieve above targeted JPH 214 to 210 Target and 118 to 114 Target. Show less

Production lead for subassembly production and final assembly for rear wheel drive truck and van axles. Responsible for 275 UAW hourly employees, 116 Skill Trades and 10 Salaried Employees across 3 shifts focused on delivery schedules, safety metrics, quality metrics, cost metrics and maintenance metrics.• Zero Stop Ships - Quality• Maintained increased truck schedules for the all new F-150 (P552) and Transit (V363), ramped up to handle Kansas City Truck and Dearborn Truck 3700 axle… Show more Production lead for subassembly production and final assembly for rear wheel drive truck and van axles. Responsible for 275 UAW hourly employees, 116 Skill Trades and 10 Salaried Employees across 3 shifts focused on delivery schedules, safety metrics, quality metrics, cost metrics and maintenance metrics.• Zero Stop Ships - Quality• Maintained increased truck schedules for the all new F-150 (P552) and Transit (V363), ramped up to handle Kansas City Truck and Dearborn Truck 3700 axle pull/day.• 33-person reduction to RTO and 22 off std. elimination Show less

Launched additional capacity to the Sterling Axle Plant for the P415 program, New Model Transit (V363) and most recently Mustang (S550) and F150 (P552). Using team-based concepts used to implement the new equipment as well as the existing with the use of Ford Quality Launch System. Additions to SAP capacity included 2 new sub-assembly line, 3 Tube, Press & Weld lines, Hub Assembly Line, 2 Case Line, 4 Weld Lines and upgrades to Final Assembly for the F-150 and Transit Vehicles.

Discovered, implemented and produced a limited distortion free application by changing several identified outputs.

In charge of scheduling/manpower/salary supervisors for a 5-7 day operating pattern. Implemented hour tracking, inventory tracking, and work around strategies to give the supervisors the insight on what to produce and make provisions if necessary for down equipment.

Implemented two brand new departments utilizing MIT ideal lean manufacturing. These departments machined, drilled, spline rolled, gear cut, hard turned, lapped, tested and phosphate coated gear sets producing extremely high quality (Single part flow concepts, minimal market places, minimal scrap).