- Retained Operations Manager responsibilities, adding inventory accuracy, warehouse (driven by kanban), and material handling ownership (6 supervisors, 12 leads, 130 employees)- Increased material handling productivity by 25% using 2 bin system methodology and standard work.- Eliminated the need of bi-annual physical inventory counts during which millions of dollars were written off by facilitating high impact continuous improvement events, improving physical inventory accuracy to a gross of 99.3% and a net of 99.8% and sustaining with a robust cycle count program.

- Managed 4 supervisors, 7 leads and 115 employees.- Facilitated a variety of continuous improvement events, including but not limited to:- Increased first pass yield from 91% to 95% using A3 problem solving- Increased shipping productivity by 150% by implementing standard work and optimizing flow- Increased column subassembly productivity by 40% by implementing standard work and optimizing flow- Increased column subassembly inventory accuracy from 76% to 98% by mapping the current and future state value streams and executing the future state.- Boosted unit productivity by 37% by implementing standard work and optimizing flow- Implemented a plantwide 5S program that took the factory from unorganized and unsafe to world class.- Results of events lead to a direct labor per POC decrease of 24% from 2022, improving from $80.72 to $60.95. - Consistently drove a problem-solving culture from the supervisor level down using strategic problem-solving methodology to steer away from firefighting and drive sustained results.- Re-balanced production lines to optimize one-piece flow.- Restructured workforce to better utilize leadership positions below me.- Responsible for production capacity analysis to properly plan and execute meeting demand based on forecast.- Responsible for tracking key KPIs, SQDIP, identifying the gap to the standard and problem solving from the top down to eliminate the gaps.- Restructured training program to give new employees the optimal opportunity to succeed.- Track and consistently beat the direct labor budget by running an efficient and effective operation. - Required to quickly adjust to fast changing demand and rapidly moving production environment.- Responsible for reporting metrics to Executive and Director level positions.- Responsible for running continuous improvement projects.- As a medical device manufacturer, we consistently practice and uphold ISO-13485, ISO-14001, etc. standards.

Managed 2 Supervisors, 1 Lead and 30 Technicians.Decreased Customer Owned unit turn-around time by 50%.Increased department output by 25% by implementing formal training, minimizing non-value-added tasks, setting goals and empowering employees.Successfully launched additional repair facility in Houston, TX.Decreased amount of unnecessary unit returns by 15% by performing monthly training with the customer care team.

Supervised 14 repair technicians and 1 lead.Responsible for daily build plans based on Kanban numbers and demand in shipping.Responsible for keeping daily output and unit turnaround time metrics.Responsible for finding root causes of error trends from field failures as well as production line failures.Introduced and performed a new customer care training program to minimize unnecessary returns by training them how to thoroughly diagnose unit failures over the phone with the customer.Ran a large scale 5S kaizen event to introduce and sustain a new 5S program.Reduced inventory storage by 50%.Introduced a new material issuing process in order to increase the accuracy of parts issuing as well as saving time performing transactions while repairing units.

Responsible for efficiency/plant layout improvements.Successfully launched new product line (G4).Responsible for writing/running new part validations.Responsible for writing/updating manufacturing procedures when changes are made.Responsible for keeping an up-to-date drawing of the plant layout .

WB Industries is a custom fabrication shop focused on ground support tooling for the aerospace industry.Became the first ever Industrial Engineer at the company, brought a new focus on gaining efficiencies.Implemented cellular approach, redesigning the layout of the entire plant to maximize flow efficiency, changing the way the company runs in all aspects from production planning to producing products.The cells in the plant included the cut cell, welding cell, machining cell, painting cell, and the assembly cell.I took control of safety in the plant. Named “Safety Champion”, rewriting procedures and identifying safety hazards.I began to implement a Lean/5S approach in order to get product out the door as fast and efficient as possible using methods such as Kaizen Events, Kanban Boards, 5S Activities, etc.I took this job over and scrapped the old scheduling system that the company used for years before and implemented a new system to make scheduling and producing metrics easier, more efficient and effective.This new system served as a mini ERP system, making it possible to track metrics that we never could before.Determined how much the company would invoice on a month to month basis, maximizing the amount the company makes per month.Determined job lead times, verified recourse stability and availability, ran production capacity planning meetings, developed a variety of production reports, identified and solved bottleneck issues, etc.

Managed Aerospace Tooling projects from beginning to end, creating work packages for the shop with the goal of coming in under budget and under hours bid.Created models and drawings using SolidWorks to develop a manufacturing approach from job to job.Followed customer provided GD&T to produce a product that exactly matches what the customer ordered.Developed material needs, coordinated with subcontractors, and performed daily inspections.Still did this duty when the project management group needs help running jobs.

Supervised production crew in the Cold Mill / Pickle Line.Ensured a safe working environment and that every employee’s first priority is safety.Ensured there is nothing from our department that could harm the environment in any way.Ensured a quality product is produced from the Cold Mill / Pickle Line every day.Managed production schedules and crew schedules in a way to obtain maximum production and efficiency.Managed inventory.Answered to upper level management on issues and requests daily.Managed employees’ payroll. Inspected condition of equipment to ensure production can be accomplished safely and efficiently.