Facilitate our site's annual Hoshin Kanri Policy Deployment process, aligning initiatives with Corporate Objectives & Strategic Pillars.Facilitate and lead Kaizen events and Lean training in multiple facilities & business units.Train and support other Lean Managers and Specialists in various Hubbell business units.Developed and implemented Continuous Improvement Tracking System in SharePoint and PowerApps. Before acquisition, developed the Lyall Business System Body of Knowledge and certified over 200 associates to Yellow and Green Belt levels.Participate in corporate taskforces for standardization of Hubbell's Business System, Daily Management Systems and development of related training content and tools.Provide Industrial Engineering support for facility layout, time study and various process improvements.Facilities and Capital Projects as well as permitting issues.

Participate in and lead Kaizen events and 6-Sigma projects in both Hartwell facilities. Troubleshoot & improve manufacturing processes. Manage all aspects of equipment and facility layout projects. Develop standard work methods throughout the facility. Maintain database applications with company critical numerical control machine setup data.

Led and participated in monthly kaizen events. Developed models for estimating daily flex resources. Developed operator training / certification matrix for assembly operations. Implemented standardized work methods at 3 facilities for the adjustable bed division. Developed MS Access applications to streamline workflow within the division. Developed facility layouts and workstation designs.

Managed the Manufacturing Engineering department, 3 production departments, and the Configuration Management function.Project manager for the selection, negotiation, construction, facility layout, and move logistics in the 2003 setup of Interbath's satillite distribution center. The distribution center incorporated a conveyor system that allowed for continuous flow of items from assembly through final shipment with a lead time of 1-2 hours. Staffing in the shipping department was reduced from 24 operators to 8 for an estimated savings of $400,000 / year.Implemented Demand Flow techniques throughout the production departments, including a kanban system extending from the point of use through 2 facilities and incorporating the major suppliers.Developed MS Access applications in conjunction with JD Edwards ERP system to streamline the production planning, engineering change process, and several configuration management processes.

Served as Project Engineer for the company's 270,000 sq-ft. corporate headquarters in Riverside. The facility consisted of shipping, receiving, a machine / tooling shop with 40 lathes and mills, (2) 50’ long conveyor ovens, 10 injection mold urethane machines, and an open face urethane molding machine. Worked with consultants to design and implement in house Enterprise Resource Planning System. Ensured that system supported Demand Flow principles and techniques. Implemented Sales Order sequencing, a process called concurrent assembly sequencing, and computer integrated kanban replenishment.Converted 2 main product lines from department to cellular manufacturing arrangements, reducing total product cycle time from 2 weeks to 1.75 hours and staffing from 100 employees / shift to 64 employees / shift. Estimated labor cost savings of $2.2MM/year.Participated in numerous kaizen activities to support 30% annual growth rate (Sales were $30MM/year in 1997 and $80MM/year in 2000).

Industrial Engineer for 2 Handle Focus Factory which was implemented in 1996 with first year revenues in excess of $100MM/year.Implemented kanban material replenishment systems throughout the organization and in the Mexicali facility.Developed and maintained process plans with MTM based EASE software. Assisted in the development of a link between EASE and the MRP system to automate maintenance of all MRP routings.Relocated 5 main assembly lines to Mexicali in 1997.