Regional Continuous Improvement Manager working with multiple sites to drive a culture of continuous improvement to ensure production system implementation and cost savings targets are achieved.

• Led large team projects requiring formal medical change controls and design controls.• Served as key member of global team responsible for identifying $2.6M in future cost improvement opportunities.• Mentored/prepared supervisors and team leader personnel for advancement in the organization. • Responsible for identifying & leading plant improvement projects and kaizen events such as Quick Change Over (QCO) / Single Minute Exchange of Dies (SMED), production floor layout improvements, cycle time/takt time and material flow improvements. Training improvement & larger team projects requiring formal medical change control & design controls. • Perform Duties of Value Stream manager maintaining value stream operations during a re-organization that will ultimately shift manufacturing to a new facility in Lithuania. Responsible for 24/7 operations of 5 separate teams 5 Team leaders/supervisors with over 200 reports total.

• Manage 4 team leaders, over 200 reports total, across 24/7 operations within the value stream. • Operational components include injection molding, extruding, tape manufacturing, packing, and additional sub-assembly processes for medical devices.• Mentored multiple greenbelts focusing on inventory control and cost savings from project selection to completion using the DMAIC methodology. • Developed and initiated the role as the plant wide 5S steering committee chair, leading committee to ensure all 5S objectives were completed. This lead to a visual overhaul of the entire plant and directly contributed to a reduction in OSHA recordable incidents. • Organized and led team leaders to drive completion of 16 separate 5S events across all shifts and teams in the value stream. Sustained through layered monthly and quarterly assessments.• Developed team leaders to work with associates in the development of PM optimization for specific equipment ensuring operators worked with mechanics and had assigned items in monthly PM’s. • Deployed a visual management strategy that included o Focused machine boards that drove action through bi-weekly gemba walks that included representatives from production, maintenance, and engineeringo Associate led daily meetings at team boards

• Assisted in development and implementation of global lean initiatives including value stream mapping, 5S, TPM, and Visual Management • Led over 20 kaizen and 5S events, to include multiple events assisting in improving OEE and reducing costs.• Led 4 formal global change requests to completion, wrote, led, and completed protocol reports using statistical analysis tools / mini-tab.• Requested by name to lead a kaizen event overseas in facility located in India resulting in the training and empowerment the team to lead their own events while also achieving improvements in OEE. • Received Operations Black Belt Project of the year for project focusing on OEE improvement on two critical machines.

Responsible for two departments running 24/7 operations managing over 65 full time and temporary associates.

·     Managed the “Model” production line, assembling medium ton and low ton water cooled chillers.·     Responsible for on time production and 100% on-time shipment of up to $3M in revenue each week.·     Reported weekly to Japanese representatives from the parent company (Daiken) during morning Gemba audits, to ensure objectives and turn-around requirements from Daiken were initiated on the production line.·     Managed the 4 “Feeder” departments including the sheet metal, machine shop, compressor assembly, and compressor remanufacturing work centers. ·     Initiated and lead change in all departments through employee involvement and initiating basic TPM principles. ·         Upwards of $100,000 scrap reduction·         In-sourcing over $250,000 in fabricated components·         Increased efficiencies by 40% while growing earned man hours significantly

Resource Conservation Champion• Won the Chairman’s Circle of Champions Award – Awarded to less than ¼ of 1% of PepsiCo’s Global Operations team. • Reviewed, approved, and implemented facility equipment and service plans to maximize productivity and ensure safety, security, environmental, and regulatory compliance. • Led to an increased efficiency of maintenance personal and improved waste disposal efforts saving the company over $20,000 a year. • Responsible for reporting data concerning utility usage and waste tracking.• Acquired resources for projects and processes through capital requests, provided technical management of suppliers and lead process improvements.• Led loss analysis efforts to increase recycled materials by 26%, and initiated cost savings / loss analysis projects throughout the plant. • Achieving a waste stream of less than 3% being sent to the landfill. • Worked with outside agencies and vendors to implement cost saving efforts concerning resource conservation. • Negotiating contracts with vendors to increase revenue from recycled materials.• Initiated a partnership with a non-profit organization assisting in employment of people with disabilities. Maintenance Supervisor• Promoted from resource to senior resource.• Managed 14 maintenance technicians during 2nd and 3rd shift. • Ensuring PM compliance rate of over 90%.• Monitored and initiated work orders within the plant. • Assisted in planning and coordinating maintenance activities within the production department. • Aligned maintenance technicians with prioritized work; significantly reducing the backlog of ready work.Operations Supervisor• Supervised up to 2 leads and 38 direct reports on 4 lines running multiple products.• Identified and initiated opportunities to increase the safety of employees. • Led TPM initiatives throughout the plant by facilitating Natural Work Team meetings and leading a team through various AM phase audits.

• Assigned responsibilities over the coil and coating, draw and iron, 3 piece container and sanitary end departments, and their timely delivery to in house customers filling lines (Campbell's Soup), warehouses, and outside American, and foreign customers.• Maintained compliance to the strict AIB quality standards found in food processing centers. • Performed duties as a cell leader, initiating a new lean manufacturing and 5S program within a department.

• Providing on the job training in areas of composite material repair and airframe maintenance, ensuring completion of preventive maintenance, instructing and educating Marines in aspects of a healthy and safe working environment through formal classes on subjects such as safety, OSHA, PPE, and publications and manuals. • Non-Destructive Inspection Technician responsible for inspections of aircraft, and aircraft components for multiple squadrons. • Coordinated all technical training with Naval Aviation Intermediate Maintenance Detachment Norfolk for assigned Marine Corps Reservist. • Quality Inspector of 6 work centers including non-destructive testing, airframes, machine, welding, composite repair, and strip / paint