For 20 corporations and 80 sites, the lead developer and facilitator of custom roadmaps, workshops and simulations based on the Toyota Production System, Lean, Six Sigma, ERP and Supply Chain Optimization.Delivered over 400 hands-on workshops and improvement events where teams have generated over $8B in savings and growth. Have managed +20 facilitators and support staff including international projects.Major Multi-Site, Simultaneous Projects: Bailey Int, Carlisle Corp, Cessna Aircraft, Delta TechOps, Eaton Cutler Hammer, GE Vernova, Honda, Ionetix, Nissan, John Deere, Shaw Ind, Siemens Healthineers

Senior Lean Coach and facilitator for 38 events at 10 sites in US, Germany, India and Spain.- Collaboration events with 8 suppliers on Supplier Kanban Integration- Avg 83% Reduction in LT - Supplier PO Lead-Time to Actual Replenishment Lead-Times- Delivered SLEGO, advanced TPS simulation experience to 411 leaders and suppliers- CEO Champion Award for Kanban-Pull System Implementations

Principal developer and facilitator of a custom, lean transformation roadmap for complex, nuclear medical cyclotron production facility. Primary objective was to transform organization from prototype engineering to radiopharmaceutical manufacturing company.• 4X capacity improvement during a pandemic, from 3 units per year to 12• Design and implementation of 12,000 component, Kanban system with Netsuite ERP integration• High-Five Metrics and Measurement Communications System design and implementation• Supplier strategy (189 suppliers) for flow-based delivery and new product development

We have almost 1,000 Alumni here in East TN. Each year we do about 12 activities from game watches, dinners, dances, picnics and college fairs. Each year we provide scholarships to local students that are heading off to Purdue from East TN. Our club has awarded over $50k in scholarships the past ten years.

Contracted to lead the lean transformation of two divisions. Choice Spine and Choice Medical.• Reduced Inventory by 75% while 100% on-time delivery through integrating dynamic demand solution alongside SAP• With a team of 20, redesigned supply chain and billing for 1,100 DME products for 91 hospitals in 26 US States.• Technical integration of automated product vending in 21 hospitals.• Decreased product development time by 35%

Culture change and strategic preparation for merger and acquisition. Engaged all employees in interactive SLEGO Transformation Accelerator workshops.

Lead consultant on business transformation roadmap• Led design and implementation of dynamic demand solution for material flow between 4 countries. Resulted in on time delivery performance from 68% to 96%. • Created and delivered custom workshops delivered that reduced custom product design and delivery from 65 days to 30 days.• Facilitated complex product engineering changes that created a 42% reduction in product complexity

Led 12 month major lean improvement project delivered in native Tamil• Created and delivered custom workshops delivered in native language of Tamil resulted in facility-wide 250% productivity improvement.• Reduced Inventory by 65% while 100% on-time delivery through integrating global dynamic demand solution• Facilitated complex product engineering changes that created a 75% reduction in product complexity

Contracted as a systems integration specialist through partnership with Choice Medical.- Implemented Emergency Room, Pyxis, automated vending in 21 hospitals in the US.- Pyxis platform provides enterprise-wise medication and supply management through integration with HIT systems- Automated patient, clinical traceability for doctor throughout the records and billing process for primary and Choice Medical, a third party provider.

Facilitated workshops as a lean integration specialist to prepare all 81 sites for Electronic Medical Records system implementation. - Assessment of all site types- Developed custom curriculum including simulations for teamwork and integration- Delivered workshops for over 100 Summit leaders and physicians.

Hired by BCBS to lead record installation of the largest commercial solar system in Tennessee.• Managed strict federal deadlines, city officials, BCBS leaders and install team of 20.• Began producing a megawatt of solar electric power five weeks ahead of schedule.• Beating the deadline, captured a government incentive of $240,000 for BCBS.• Team invited to the Whitehouse, by President Obama for Energy Champion Award

Lead developer and facilitator of a lean business transformation initiative, "rEvolution" of over 500 employees with central operations in Knoxville TN. New design required many systemic changes to policy, guidelines, information systems and leadership.• Created a workplace that is driven by structured communication and success driven daily measures• 4 X improvement in Ad-Production capacity and a 50% improvement in on-time performance• 3 X increase in new customer proposals• Streamlined 3 editorial groups into 1 web-driven team• Major process simplification drove Quality System to ISO 9000 standards

Lead facilitator with 8 Nissan critical suppliers, performed lean manufacturing, equipment, materials, design and productivity improvement events and improve or maintain all ISO 9000 and QS 9000 quality standards. Two Examples:Martinrea:• Design Improvement Event leader with TK, Nissan and US Steel Engineers.• Root cause analysis through all production and stamping dies.• $2.1M Annual Savings on just Xterra Cross-MembersLear Corp: Improvement project through Nissan Supplier Improvement:• 92% Reduction in Scrap on 16 products. ($5.2M Annual Savings)• After cross-training, the team continued these events throughout the facility over 24 months.

Principal developer and facilitator of the Carlisle Production System at 8 sites in the US. Foundation of Lean, Six Sigma and the Toyota Production System. Design requirements of delivering over 3,800 commercial products daily. This initiative accelerated continuous improvement at every level of the organization.• $600M to $900M increase in revenue in 24 months from new capacity and the best lead-time in the industry• Fill rate increase from 85 to 96% from design and implementation of multi-site Kanban, production scheduling and planning system • 50% reduction in SAP – ERP system production transactions • Experienced a 60% reduction in overtime12 months later, Carlisle Consolidated revenue reached the $3B mark.

Brought in by CEO, with primary driver: reduce lead-times, increase capacity, market share and company value. The global project included sites in the US, India and Singapore.• 525 custom products to 1,800 in 4 months. 3,200 at 12 and 5,800 in 24 months• 75% reduction in product complexity through design improvements• Designed proprietary global, production planning and scheduling system• 70% of MRP transactions and 98% of material shortages eliminated from global Kanban system 24 months later, Bailey was acquired by Pfingsten Partners.

Principal developer and lead facilitator of lean transformation, including 5 Divisions of 600 employees in a 24-month roadmap. Directing 12 improvement teams produced world-class strategic and operational improvement.• Achieved 12% cost reduction thru design, supplier and internal improvement events which equaled approximately $200k per day.• Integrated operations staff with R&D/Product Development engineers which led to a 5X increase in new products brought to the marketplace.• Led improvements in assembly, fabrication and FDA testing that experienced 30-90% reductions in cycle times and elimination of all material shortages while reducing inventory by 70%• Drove results of over 60% of Oracle ERP transactions being eliminated• Improved and simplified operation led to simplified ISO 9000 and FDA requirements of quality system• Increased on-time delivery from 32% to 92%At 24 months, Siemens acquired the outstanding shares of CTIMI for $1B.

GDA - Critical Components Group - 1.5 micron manufacturing tolerances• Large Project Leaders (LPL) for Honda on V-6 engines and American Acura launch and critical component support engineer for Honda Racing division.• Hired to lead lean transformation in operations in 6 months or re-locate Glacier Daido America plant to Mexico• Improved supplier net income from $52k to $3.2M in one year• Drove dramatic delivery, quality, cost and capacity improvements on 3 shifts• Received Honda Delivery and Most Improved Supplier Award

TechOps - Engine R&O - Facilitated with a team of 30 Six Sigma Black Belts the design and implementation of a Toyota Production System based, production system which resulted in:• 50% Reduction in engine turn-around times from 62 to 28 days• Reduced Aircraft-On-Ground (AOG) from 8% (~12 planes) to -0-• $170M in reduced inventory from proprietary replenishment system called 'Dirty Kanban'• $100M insourcing of – TWA, Airborne Express without adding resources• Awarded world's largest regional jet engine service contract

Lead facilitator for lean transformation of 19 product lines in six states, Puerto Rico and Mexico. LV and MV Switch Gear, Molded Case Circuit Breakers, Push Button, Switch Board, Circuit Interrupters, Busway and Transformers.• 30-90% reductions in cycle times and inventory from building teams totaling 4,000 workers• Station builds to flow-lines and production cells - Takt Time and mixed model sequencing• Improved on-time delivery from 88-98% on inter-company shipments• 5-12% cost reduction thru design, supplier, and internal lean events

Co-Founder and lead developer of the UT - Lean Enterprise Forum and Lean Implementation System. Program generated $9M in new revenue and engaged over 30,000 people.• Developed structured, custom implementation events and interactive simulations that were licensed through the UT Research Foundation to all clients.• Led over 100 lean improvement events on-site at 26 corporations• Co-facilitator of 28 executive workshops

Developer and lead facilitator for lean transformation of CX Assembly, Component Mfg and Aircraft Completion Center. Leadership, training and mentoring of staff led to assembly and fabrication product lines experiencing:• 30-90% reductions in cycle times and inventory• Multi-site improvements led to on-time delivery of 98%• 5-12% cost reductions thru design, supplier and internal improvement events• Design and implementation of mixed-model scheduling algorithms

Green Field Project: Hired to facilitate a team of 35 John Deere leaders in the design and construction of the John Deere Vehicle Group - Gator production plant.• 300 production workers hired using custom, interactive, production simulations• Design and implementation of powered mixed model, flow-line with takt time • Facilitated the integration of Kanban replenishment into John Deere ERP system• Granted award for most productive facility in John Deere Corp

Contracted to lead the development of the Shaw Production System with 5 sites. During workshops, team developed optimized scheduling algorithms, equipment capacity improvements.- 12% increase in Sales ($120M over 12 months) - Closed 1 of 7 Distribution Centers - Sold off 125 Tractor Trailers - Business analytics projects led to 41% product complexity reduction - One year later, purchased by Berkshire Hathaway

Arvin - North American Automotive Intern and lead engineer used to customize and develop the Arvin Total Quality Production System.• Joint Venture with Toyota• Acquired intellectual property rights to the Toyota Production System• Performed extensive baseline studies of every aspect of Arvin's traditional, MRP, batch production system with 7 facilities in the US and 3,000 employees.• Key developer of custom Kaizen events and simulations deployed throughout corporation. SW, Pull-Production, Kanban, TPM, SMED, VSM, advanced production planning and scheduling routines etc• Major improvements in cash, quality, lead-time and market share that drove stock value up by 50%.