• Managed Product Engineering group to meet division and corporate goals for improving quality, yield, andcost• Championed, and directed division lean six sigma projects• Managed division program for COPQ achieving 6MM in savings• Managed CQI division program increasing the product score from 734 to 824, a 12% increase.• Responsible for Irvine capacity planning metrics for equipment producing over 500MM/yr in SVOP• Implemented and managed a new Irvine unit cost tracking system achieving a consistent 2% - 5% unit costdecrease per year• Managed the product failure program (NPRs) from a rate of 9% to 4% of total product produced• Provided engineering training and development for Irvine salary staff including statistical training, greenbelt training, and unit cost training• Developed Southern California Technical exchange with multiple plant sites to exchange project ideas• Managed green belt training and presentations• Coached salary staff on lean projects to decrease cycle time, and inventory• Responsible to meet an Irvine engineering budget of 2MM/yr• Member of plant staff providing technical direction and input

• Interfaced with division to manage quality, cGMP ,and regulatory requirements for multiple restorativeproduct lines• Managed multiple new product introductions into manufacturing including Supreme plus(70 MM SVOP),APC Plus(45MM SVOP), and Protemp Crown(1 MM SVOP)• Completed Six Sigma/Process projects to improve yield, reduce cost(200M/yr), and reduce inventory• Completed IQ, OQ, PQ validations to increase capacity in restoratives, examples include ACF, furnaces,syringe fillers, and paradigm LCU• Ran multiple DOEs to validate gap dried concise filler, and A110 FTG improvements• Established and maintained new equipment/processes including veneer cement filling, and paradigm lightcuring• Evaluated test equipment by establishing specifications, running gage R&Rs, and training technicians

• Hired fourteen production associates to build the Soldermask photo team during a tenfold increase involume• Provided personal development plans for sixteen individuals on the Soldermask production team• Managed training records for Soldermask team• Organized crew meetings for Soldermask team• Established manufacturing lead structure to run day to day production across three shifts• Ran Soldermask yield improvement projects with $200M/yr savings• Troubleshot process/product/equipment issues in photolithography, and chemical etching• Designed Soldermask layout for scale-up of plant with a 10% reduction in cycle time