- Own demand and inventory planning for nursery culminating in peak inventory utilization of 90%+.- Achieved 40% increase in YoY ship to customer by implementing a predictive SIOP model to obtain quantitative in season decision making and customer prioritization.- Developed and deployed supply planning model to enable purchase rack sales growth by 15% via dynamic strategic stocking quantity and timing.

Acquired GEM at Anaheim requiring significant and rapid shifts in supply chain and manufacturing solutions.- Built new warehouse to increase capacity by 100% on-site and setup 3PL with daily shuttle runs to control inbound and outbound logistics for GEM and Taylor Dunn, growing the warehouse from 8 to 36 employees.- Negotiated singular outbound logistics solution for Taylor Dunn while implementing new simplified pricing strategy.- Warehouse - Implemented robust processes to control inbound material, labeling, WH transactions, and line delivery for the dual MRP facility. Moved to unit kitting increasing functional manufacturing footprint.- Production Control - Executed A3 to align all manufacturing to date driven work order processing and removed redundancies. Implemented tools/processes to track every work order with unit by unit priority throughout the facility, implementing PFEP with strategic safety stock using valuation analysis and standard work for the team.- SIOP - Drove material alignment with projected revenue goals along with monthly reviews to align customer demand hedge and model obsolescence. Increased forecast horizon to coincide with long lead purchasing SKU.- Purchasing - Strategic responsibility over department. Implemented standard work for all, standard process documents to improve purchase order accuracy and efficiency as well as valuation analysis to drive strategic stock levels and reduce the quantity of PO's required by 35%. - Service - Drove strategic analysis to reduce forecast items from 1214 SKU and 63% revenue capture to 650 SKU and 93% revenue capture. Developed and deployed daily performance tool to drive supervisor standard work, reduce redundant efforts, reduce data sorting and provide actionable daily metrics to drive continuous improvement.

Brazil CKD (Complete Knock Down) Indian Motorcycle- Developed and deployed SIOP to effectively align sales with manufacturing capability. Created singular analysis tool to manage all manufacturing input and was the functioning brain of operations with predictive capability and metrics.- Executed RFP to reduce logistics cost per container by 45% and reduced packaging cost by an average of 20%.- Optimized crate design reducing cost 24% by material optimization and removed structural redundancies.- Drove IS improvements to reduce customs risk stemming from documentation inaccuracy. This improvement also yielded higher confidence in FTQ from 88% accurate components to 99%+ components in the container.Eicher Polaris Private Limited (Joint Venture to create Multix brand)Ownership of all material flow in the manufacturing facility; receiving, warehouse development, shipping implementation and procedures including inbound logistics.- Implemented a new $250,000 warehouse as well as guided the team to develop robust receiving, warehousing and material flow methods and documentation methodology.- Negotiated two inbound logistics vendors with A, B, C valuation analysis that incorporated tri-weekly milk runs from SOP to the isolated facility.- Developed and deployed 2+ FIFO bin/cart delivery system for all materials throughout the warehouse, tires, consumables, line materials, paint and paint trolleys, small parts for assembly and weld.

Responsible for facilitating new product development programs and acquisitions by being a voice of manufacturing at corporate headquarters and a thoughtful contributor to product development goals, the AME provides broad-based knowledge of processes, capabilities, and manufacturing limitations.- Stone Construction Equipment Acquisition – responsible for the integration of all products and product kits into the Beatrice manufacturing facility. -- Drove critical path program execution to launch product on time.-- Achieved over $130,000 of cost reductions first full year of production- Integrated Lawn Solutions Inc. into the Beatrice NE and Tomah WI manufacturing plants- Championed STX-38 Stump Grinder and 30” HD Super-Size WPM product development and implementation

Championed improvements in manufacturing flow, process, and equipment to service customers such as Delphi, Visteon, Denso and Eaton in addition to integrating the Aluminum Flux Core Wire business.- Implemented a new machine layout via overnight Kaikaku increased machine density 37% while expanding operator space by 15% by implementing new technologies to reduce WIP footprint.- Integrated sister company into the Cudahy WI facility without prior knowledge. Became student, then trainer, leader, and manager for the integration of the Aluminum Flux Core Wire business with day to day responsibility. Continuously executed kaizens to reduce wasted motion, ergonomic fatigue, improve space utilization, visual management and implement SMED. Developed lot forming Kanban to manage finished goods and production scheduling, while obtaining 98%+ OTD, reducing inventory by 50% from 2 to 1 million. OEE improved 25% YoY-Designed and deployed tooling strategy on 4 slides to meet new tolerance requirements for an emerging market (HVAC industry conversion to aluminum from copper).

Structural Design Engineer - F/A18 Forward FuselageUtilized Unigraphics with parametric modeling techniques to develop designs from scratch to solve problems related to the structure of the aircraft systems.- Created conceptual designs for return on investment studies to reduce cost of manufacture through lean concepts and six sigma principles with respect to lifecycle cost.Manufacturing Engineer - Subsystems/Assembly Support - F/A18, F-15, T-45- Work In Progress (WIP) Reduction - Removed a workstation (1 of 6) from the F/A18 Forward Fuselage assembly line, reducing assembly time by 17%. The effort required coordination of F/A18 product plan leadership, 73 union workers, 3 foreman, 1 general foreman and approximately 10,000 components. - Electrical Wire Bundle Routing Procedure Optimization - 3-D model based work instruction development to align instructions with manufacturing assembly resulting in new instruction methodology. The new methodology providing precedence to instructions not previously quantified nor defined by procedure.- Forward Fuselage Assembly Line Lean Implementation - The project changed the premise of the manufacturing assembly line from stationary to a moving line incorporating one piece flow, Takt time, line balancing, point of use tooling, right-sized assembly tools, Poka-Yoke, and visual management.

Being a machinist provided hands on experience, crucial understanding of machining processes, hands-on knowledge of how differing metals affect machining, fabrication strategies, and the ultimate cost to the customer.

HVAC/Electrical) assignment primarily focused on product and process improvement concepts, from ideas to implemented solutions.- Implemented Poka-Yoke on a cam-driven assembly line to eliminate incorrect palettes causing line down situations, occurrences from five times per week to zero.- Established new supplier relationships for electrical components to lower cost without impacting performance criteria or assembly processes, ~$500K annualized savings- Assisted Quality Engineering with the qualification of the Rochester manufacturing assembly line during transfer to another facility.- Developed test requirements and performed validation testing of virtually every component manufactured with respect to DFMEA guidelines and intent.- Completed and implemented multiple return on investment studies to understand fiscal viability of improvement proposals, including product and facility studies.