Led lean improvement initiatives across all functions, achieving measurable process efficiencies.Delivered WMS University training, integrating skills into continuous improvement for program success.Collaborated with internal teams to develop plans, transforming value streams and reducing waste.Led cross-functional teams to identify and eliminate waste, resulting in a 15% increase in operational efficiency.Partnered with internal stakeholders to develop and implement continuous improvement strategies, fostering a culture ofinnovation.Conducted detailed assessments of workflow processes, identifying key bottlenecks and implementing solutions to streamlineoperations.Mentored and coached team members on continuous improvement methodologies, enhancing their skills and contributing tooverall program success.Facilitated cross-departmental workshops to drive continuous improvement, boosting team productivity by 10%.

Aligned Business Unit, Division, and Site objectives to ensure strategic consistency and cohesion.Coached sites on Zero Loss Thinking, driving measurable improvements in operational efficiency.Educated teams on business improvement and strategy development, enhancing overall performance.Conducted audits and assessments across North America, ensuring uniformity in results and practices.Streamlined processes to reduce site operational costs by 11%, enhancing efficiency and profitability.Facilitated cross-functional team workshops, fostering collaboration and driving innovative solutions.Analyzed performance metrics to identify improvement areas, resulting in a 12% increase in productivity.

Major functions include, leading enterprise architecture, technology and marketing direction initiatives, and utilize Google Analytics to assess marketing and social media strategy needs and changes. I additionally have responsibility for raising funds, developing and managing dashboard, setting budgets for committees, maintaining and upholding Michigan Lean Consortium by-laws, establishing and updating the Michigan Lean Consortium strategic plan annually, establishing policies and procedures including strategic direction.Additional responsibilities include, seeking new members, generating ideas to add value to the Consortium and its members through program development, setting and monitoring the Michigan Lean Consortium’s goals, approving the Michigan Lean Consortium roles as required, approving committees and removing roadblocks, setting membership and event fees, and providing direction for events as needed

Key Projects: Supply Chain savings initiative - $22M in savings, Start-up Excellence & 5S Initiative - $80,000 in savings per replication, Warehousing layout & slotting project - $2M in savings, Developed organization wide ‘Intro to lean’ training, reaching over 600 people, coached business unit leaders for personal LSS development.I was responsible for leading our organization's efforts to develop a sustainable improvement culture, implement Lean processes and methods, deploying the DMAIC process, and pursuing continuous improvement and automation.Developed and implemented the SpartanNash Management System across our organization to reduce operating expenses, improve quality, and improve associate and customer satisfaction. Selected, developed, and administered Lean/Six Sigma training programs across the SpartanNash distribution network.Conducted strategic planning and design in support of the Supply Chain Operating Plan. (i.e. Facility design and evaluation, automated solutions, workflow, and schedule planning)Developed, monitored, and conducted key performance indicators, internal and external performance benchmarking and return on investments for all projects and targeted performance improvements.Responsible for department management including staffing, training, performance management and career development of associates, and developing and monitoring department goals.

Key Projects: Vendor Inventory Accuracy Project - $100,000 in savings and reduction in adjustments by 45%, Grain Merchandising Process Improvements - $200,000 in savings, Business ERP process definition and improvement for implementation, Strategy development and deployment project.I had the unique opportunity to build the company's Lean/Continuous Improvement system from the ground up. The approach was being created by utilizing a blend of Lean, Scientific, and Design Thinking methodologies to develop, direct, and execute strategic vision and continuous improvement activities across the organization and our affiliates. I focused on initiating, facilitating and coaching activities resulting in organizational transformation, waste reduction, improved process velocity and cost savings. Moreover, I provided continuous improvement, organizational behavior and project champion training through the development of ZFS University, available to all members of our organization, at all levels.I partnered with ownership, executive and cross functional leadership to lead, coordinate, and/or develop systemic continuous improvement activities and training curricula related to a successful transformation of organizational mindsets and behaviors. I also assessed issues and develop resolutions to meet productivity, quality, and customer satisfaction goals and objectives.Finally, I also had a responsibility to manage special projects within the organization from an Information Technology standpoint. These projects involved business software Implementation, IT Process Improvement Solutions, and more.see less

Key Projects: Grand Rapids Site Discovery Project – Identified $2M in savings, Livonia Site Discovery Project – Identified $1.2M in savings, Deployed OEE Initiative.I was responsible for the deployment of DMOS (Division Management Operating Structure) with all functional groups within the Great Lakes Division. I was also responsible for conducting a complete discovery process (business, financial, and operational analysis to identify opportunities) in cooperation with all functional departments (Operations, Logistics, Sales and SG&A) in the Great Lakes Division and support Discoveries in other Divisions if/as needed.Furthermore, I had a responsibility to drive additional savings beyond the discovery process by teaching and coaching, and ensuring there is a process of reviewing employee improvement ideas. This can also involve assisting in driving project implementation through PIT's (Performance Improvement Teams), Division Steering Teams, and "Just Do It" initiatives. Additionally, I facilitated teams in maintaining an 'opportunity pipeline' and support the Glide Path process (a total value stream review) with time bound actions, owners and due dates that ensure sustained performance and financial improvement.It was also part of my duties to ensure I can tangibly demonstrate results in culture change, balanced performance improvement, cost improvement and sustainable efforts, and complete regular MOS / DMOS (Management Operating Structure) audits.

Key Projects: Returnable Packaging Project - $400,000 savings, Big Rapids Receiving Project - $250,000 in savings, Global Enterprise Excellence Assessment Project to assess lean journey at all 21 Haworth facilities, Coached 3 site continuous improvement champions, Haworth Management System University creation and deployment.I was responsible for the deployment of the Haworth Management System (HMS), the creation, execution and review of locally aligned strategic business plans to global objectives, and development of operational and functional leadership within the 4 plants that compose our Mid-Michigan Operations. As my role was part of the Global Continuous Improvement Team, I also maintained shared responsibilities with regards to implementation of HMS principles, development & delivery of training materials and curriculum, facilitation of events, and manufacturing plant assessments across all Haworth domestic and global value streams. I contacted, traveled to, and worked with Haworth Supply Base to improve mutual processes. Additionally, I contacted and traveled to manufacturing locations, universities, and seminars to obtain information relative to HMS processes, implementation techniques, and process assessment, to continuously learn about and improve state-of-the-art knowledge of techniques. I then shared the information with our plant HMS champions and other members of the team, via training and/or day-to-day contact. I also had the opportunity to speak on behalf of Haworth at local, state, national & international conferences.I communicated regularly with leadership regarding Mid-Michigan team performance, implementation schedules, performance to measures/business plans, and assessments of status of HMS or Continuous Improvement Process.

Key Projects: Model Cell – Savings $240,000 and 1000ft2 of floor space, Schedule Completion Initiative – improved schedule completion from 60% to 95% and increased monthly employee idea engagement from 0% to 150%. I have had the opportunity as part of the Lean Manufacturing Team to develop a new Process Improvement Tool that combines the Kata methodology with root cause analysis. I also had the opportunity to develop an 8 session training course that I facilitated to aid our leaders in using the form and managing change. I am a certified DDI (Development Dimensions International) facilitator and have hosted many talent development classes with regards to leadership, conflict resolution, etc. I also was fortunate enough to work on many kaizen events, manage improvement projects, develop value stream maps, execute multiple A3s, and also create visual aids for plant staff, plant management, and our visiting tour guests. These projects also included initiating and implementing a Model Cell in one of our assembly cells and taking our Laminate operation from schedule completion numbers around 60% to the low to mid 90% mark through the use of Lean Manufacturing tools, engagement of staff members and working closely with support functions.Also have worked with SAP Implementation initial steps. Work heavily with Microsoft Excel, Word, Outlook, and PowerPoint. Other objectives are establishing, maintaining and improving: standardized work (to maintain flow at takt time), kanban / supermarket systems (pull), or shipping processes. Primary responsibilities include focus on cost, people, speed and quality. Also, most of my time as a lean team member was spent on the floor to provide support and quick response for problems questions, suggestions, training needs. As a Zone Leader, I was responsible for maintaining and improving processes - not simply running production.