Accountable for all P/L, Maintenance/Reliability, Capital Engineering, Control Systems Engineering, Facilities Management, and Operations Excellence. Led manufacturing business of 150+ employees in a unionized environment, provided direction to multilevel engineering organization with 40 direct and 30 indirect reports in Production, Purchasing, Planning and Scheduling, Finance, Shipping & Receiving, and Quality Assurance Lab functions.  Led a global strategic project to increase competitiveness and reduce costs of tantalum metal products. Directly responsible for developing seven high performance teams in US and Japan that reduced lead time and inventory and created new tools leading to a working capital reduction of 30% or $30MM. Led turnaround of the culture in US and Japan for embracing data driven methodology and improving quality and speed of decision-making. Improved sales, supply chain, and production efficiencies by 30%. Provided direction to Engineering Staff for effective resource utilization in support of growing sales volumes. Eliminated non-value added work and created balanced scorecards for each functional manager for better budget management, productivity, and work prioritization. Same headcount supported 40% increase in sales volumes.

Led a productivity engineers/specialists team as many as 7 Black Belts and 45 Green Belts charged with identifying business improvement opportunities in end-to-end (E2E) business functions, executing Lean Six Sigma (LSS)/CAPEX productivity projects, generating productivity savings, engaging stakeholders, and building and managing multi-departmental project teams.  Accountable for productivity targets, LSS deployment, supervision of personnel, performance management, and annual budget planning. Started in one business unit in 2011. Promoted to lead productivity for two business units in 2012. Led the productivity revitalization strategy implementation in two business units with $1.5B revenue and 900+ stakeholders. Outcomes included skilled Black and Green Belts in production, distribution, and business process value streams for focused efforts and energized stakeholders to operate at higher level and accomplish stretch goals. Responsible for P&L through business improvement in a matrix organization and established a strong track record. Total productivity savings of $150 MM exceeded plan of $90 MM by 67% over 4 years.

Led a technical engineering team as many as 15 people charged with identifying process improvement opportunities, increasing return on investment (ROI), and managing multi-departmental project teams for operational excellence. Conducted project financial analysis, negotiated with senior management for budget/resources, and led the program development.  Recruited to provide leadership, vision, and turnaround the process improvement and optimization program for a large chemicals manufacturing site with 700+ stakeholders. Key accomplishments included five year strategic plan, efficient stage-gate process for innovative technology implementation, developed people, and $18MM EBITDA per year. Led Operational Excellence team, identified opportunities and implemented solutions for improving KPI’s/culture in both union and non-union environments with 700+ people. Provided leadership for operations support and effectiveness.

Led cross-functional teams of as many as ten people, managed project resources and implemented cost reduction projects for improving production capacity and reducing variability. Gained expertise in advanced control and optimization, Six Sigma, and process engineering.

Led real-time simulation and control projects, provided business development support, and managed project activities. Consulted for Fortune 500 companies, analyzed needs/problems, and provided effective solutions for improving operational effectiveness.