Manage 25 people across 3 shifts in a printing and die cutting environment. Manage new hire training and current employee cross training. Implement workplace organization. Complete weekly process audits in quality, safety, and workplace organization. Manage backlog and scheduling of past due and current production orders. Maintain company standards in safety, quality, delivery, and cost. Address with 5 why when not achieved.

• Manage 30 employees over 3 shifts including production leads and production planning in a production CNC machining environment. • Developed and executed a new hire training plan for production machinists. Also implemented a department cross training program to develop and promote current talent. • Monitor production performance and report at daily Glass Wall. • Maintain a specified IDL to DL ratio.• Develop and execute individual development plans for key personnel. • Perform various layered process audits for safety, production, and 5S. • Work with PFEP and EPEI to determine inventory stocking levels and production run timing. • Executed build plan and Machine Shop move from Glendale to Brookfield. • Participating in a 400 item cross functional insourcing team which included new machine purchases, a new plant layout, and extensive operator training.

• Managed 50 employees over 3 shifts including supervisors and administrative employees in a production and aerospace/special order spring environment with annual sales of $22 million.• Prepared and adhered to monthly sales and profitability forecast. • Used Lean tools to improve on time delivery from 74% in 2008, to 85% in 2011 and reduce floor space 25%. • Monitored the factory machine capacity and set up personnel skill sets to plan for future requirements and support business growth.• Assisted Engineering with a transfer of work from a sister division which added 25% to our Milwaukee business from 2011 to 2012. • Worked closely with Human Resources Department in hiring process of new candidates for Management, Production, and Engineering roles. Also developed and executed Supervisor and Production training plans. • Played a critical role in the grievance procedure and labor management meetings with the Steelworkers union leadership. • Participated in lean manufacturing to satisfy production requirements in a cost efficient manner. Includes AS9100 and TS16949 audit participation, kaizen activities, and safety team participation.

• Managed 40 people over 3 shifts in a custom steel fabrication environment with annual sales of $10 million.• Organized and directed manpower to increase throughput and ensure timely customer delivery.• Developed and implemented a new plant layout, 5S initiatives and safety training.• Worked with customers on just in time delivery and continuous improvement.• Developed kanban and a “pull” system through the factory and distribution facility.

• Directly managed 2 Production Supervisors and indirectly managed 5 Production Supervisors in daily activities for a painting accessories company with annual sales of $130 million. Provided regular training, instruction, and guidance in daily activities and Lean projects.• Maintained appropriate levels of union labor in accordance with skill requirements, work levels, labor hours, and training programs for a staff of 220 union employees.• Instrumental in improving facility OEE for critically constrained equipment from 64% in 2004 to 73.4% in 2005• Maintained conformance with employee safety rules and STOP program. Implemented STOP training and administered discipline when needed. Kept the plant to a 2.66 incident rate and a 0.89 lost time rate in 2005. A 0.52 and 0.7 decrease over 2004.• Decreased indirect to direct labor ratio by 5.3% from 2004 to 2005 through implementation of kanbans, point of use storage, and other Lean tools.• Responsible for the general condition of the manufacturing and distribution areas with regard to 5S. Seventeen sections total which improved from a score of 76 of 100 in 2005 to a score of 84 of 100 in 2006.• Worked within our division and other Newell Rubbermaid divisions on kaizen events while becoming a kaizen leader in the process. Participated in 10 kaizen events that yielded a total cost savings of $275,000.

• Utilized MRP system to determine raw materials needed to adhere to a production schedule while reducing overall inventory from $17 M in 2003 to $14 M in 2004.• Coordinated with other planners, buyers and vendors to ensure timely arrival of raw materials.• Worked with teams of production and distribution supervisors to meet the production schedule and guarantee on-time shipments.• Prepared detailed plans and schedules to ensure efficient product flow and on-time completion of shop orders.

• Supervised and scheduled the assembly department consisting of 45-60 union employees.• Ensured customer satisfaction through achieving quality standards and timely completion of work orders.• Continually worked toward achieving a safe work environment that allowed for increased productivity and a reduction in scrap and downtime.