Responsible for CapEx projects for the Brazil facility.Responsible for maintenance department and MRO spending.

Tier 1 automotive supplier of high precision shafts with over 27 million produced annually for Ford, VW, GM, Chrysler, Kia, BMW, and other OEM’s.  --> Leading a team of 10 Heads of Maintenance, and 2 specialized leaders in spare parts and fluid management across the world.  -->Documented and standardized a spare parts management process across 10 plants to create the best-known process. --> Developed, in collaboration with other thyssenkrupp business units, a comprehensive maintenance evaluation system to use best practices across 50 sites.--> Coach and functional leader for custom designed Manufacturing Execution Software (MES) that was developed and launched in 10 plants across the world in 1.5 years.  --> Worked with MES Company to streamline configuration of assets in a Computer Maintenance Management Software to streamline maintenance operations and knowledge transfer.--> Founded system for MTTR and MTBF to identify improvement potential with data that is easily understood and actioned.--> In process to define and implement predictive maintenance vision and standard across the group

Lead a team of 10 Heads of Manufacturing Engineering, and 2 specialized leaders in spare parts and tooling management across the world. -->Developed and deployed a strategy to take the Manufacturing Engineering function from 2019 to 2025--> Created comprehensive knowledge management system to connect all 10 plants with their counterpart at the other sites-->Coached and implemented slow moving analysis system to identify possible obsolete tooling along with a KPI to ensure sustainable results-->Documented and standardized tool management processes across 10 plants to create the best-known process. -->Started the creation and implementation of tooling cost per piece within the organization to support the use of total cost of production

Lead a team of 2 direct reports and indirectly responsible for the success of 350+ workforce--> Responsible to develop, train, and execute Strategy Deployment, Hoshin Kanri, within our facility. This process has helped to increase EBIT by $2M year over year. Reduction in cost per part of $0.75.--> Developed paperless employee suggestion system and improved employee contribution from 0% to 40%--> Developed comprehensive SQDC system that creates alignment from strategy deployment to shop floor KPIs support and optimize the organization. --> Technical expert that is called upon to solve complex problems--> Responsible for all lean manufacturing initiatives, including but not limited to Value Steam Mapping, Single Minute Exchange of Dies, Standard Work, Kaizen, 6S, Kanban, Problem Solving--> International business experience (Germany, Mexico, Brazil, Hungary and China) working with worldwide colleagues on a regular basis to drive continuous improvement

Responsible for implementing an energy management system along with improvements to energy usage. --> Fiscally responsible for $2M+ in expense for water and electricity usage.--> Negotiated energy contract for our facility and a sister facility in collaboration with local and regional procurement team. This resulted in ~$500k reduction in cost of electricity. --> Worked collaboratively with energy engineer to automate all shop floor HVAC systems, this included installation of economizer systems which saved ~$250k per year in energy--> Worked collaboratively with energy engineer to install automated compressor sequencer and new variable frequency drive compressor which saved ~$150k per year in energy

Led a team of 23 Manufacturing and Controls Engineers in all areas of operation, processes include turning, milling, grinding, assembly, induction hardening and broaching. --> Led the manufacturing engineering department during a productivity improvement from 60% to 80% in 2 years.--> Led Engineering team to implement cost saving projects in excess of $700,000 annually--> Fiscally responsible for all consumable tooling within the facility, approximately $2M annual spend--> Helped team achieve a reduction in safety Total Recordable Incident Rate (TRIR) by more than 50% in 1 year through promotion of safety awareness, inclusion of leading indicators ( near miss program), increasing shop floor generated near misses by over 300% and Administration by over 1000% in 1 year

Responsible for implementing new grinding and super-finishing (polishing) processes. Led 2 building expansions that grew building capacity by 250% and implemented 25 new production lines and processes. --> Responsible for 50k square foot building expansion for precision grinding machines. Included all infrastructure design, quoting, and implementation along with machine installations and runoffs.--> Responsible for the acceptance of multiple machines and runoffs at machine suppliers in Europe totaling in excess of $35M in capital expenditure--> Implemented new grinding process that reduced cycle time and increased output by 33% across multiple lines saving approximately $5M in capital expenditure--> In excess of 20 design, build and commissioning projects of new product designs on existing machines that saved +$1M in capital expenditures.

First manufacturing engineer responsible for a high volume camshaft production line in thyssenkrupp. Through process improvements transformed production line from 60% productivity and 2% scrap to 90% productivity and 0.1% scrap.--> Developed machine process parameters for a newly developed measurement method that had not been performed in serial production. --> Developed control plans, Potential Failure Mode and Effects Analysis documents to support production--> Optimize machine performance, machine availability and reduce scrap rate on multiple manufacturing lines