Recruited to develop the New Cavco Operating system focused on Lean methodology. Established a 3-year Transformational plan with the executive committee by creating the Lean Program in a Model facility and a rollout plan once the program had been trialed. Developed the lean office and trained a new facilitator, managers and employees on the new lean practices. • Started the implementation of MDI with the General Manager, Production manager and Site Supervisors. Trained 50% of the supervisor on basic problem solving (5 Whys and Fishbone). Worked with the General Manager, Production and Supervisors to develop and use the MDI process from Cell Boards and hourly Gemba Walks to Daily Department Huddles.• Trained 65% of the hourly employees on the basics of lean.• Developed the weekly Lean meeting with all site management (Steering Committee) in preparation of the site Planning and Review• Started creating the lean tools and training modules for implementing to other factories once the program is trialed in current model cell.

Focused specifically on providing short term solutions for critical staffing needs within each client operation specializing in plant management, continuous improvement, and project management roles. Typically worked as part of a management team on large scale implementations or projects to quickly assess and analyze their current situation and help the team implement solutions to eliminate waste and achieve tangible results. Used analytical skills and operational excellence methods to achieve continuous improvement on the shop floor, warehouse and back office.

Lead up to 4 client organizations through Lean Transformation Process serving as valued mentor for senior leadership and staff. Coach assigned clients on all aspects of strategic planning and process excellence using lean tools and methodologies to plan transformation, direct senior leadership, and conduct employee training. Provide vision to leadership team and define next mission and steps required to attain next level.Project Examples - Health Care:• Value Stream Analysis, Large Health Care System, NW Washington: Led ED Leadership Team in developing strategic plan, achieving following key metric improvements: Decreased patient flow time (90 minutes). Reduced boarding hours (46 minutes). Decreased Walkout rate (13% to 2%). Increased patient Volume (8%), resulting in estimated overall savings of $740K. • Rapid Improvement Event, Regional Healthcare System, Las Vegas, Nevada (3 Locations): Determined proper staffing levels needed to support daily patient flow in Emergency Department. Reduced Staffing by eliminating traveling nurses (27%) without affecting Average Length of Stay and Patient Quality Scores, and reduced overtime (35%), resulting in projected savings of $700K. Project Examples - Manufacturing:• Value Stream Analysis, Small Multiple-Site Manufacturer, Portland, Oregon and City of Industry, California: Led ownership and executive team in developing strategic plan of events and projects, achieving key metric improvement for both organizations. Units per hour improvement (14%). Improved Scrap Rate (32%), and improved variable costs (6%), resulting in estimated combined savings of $520K. • Rapid Improvement Event, Portland Manufacturing Facility: Machine Changeover - Developed process and created standard work that reduced time to change over Seamer machine, increasing hourly production pieces per hour (91 pieces per day), resulting in valued savings of $203K.

Functioned as Internal Consultant for 11 Western US factories providing training, consultative and motivational support to plant continuous improvement coordinators and Senior Management. • Converted regional strategies into concrete business plans, generating company profitability by improving throughput, reducing floor space requirements, labor and material costs and enhanced product quality.• Served as Site Manager of Greenfield factory relocation team, relocating Portland, Oregon factory to Lacey, Washington, including hiring all factory personnel (95 employees), implementing Best Practice procedures for all operations, developing factory layout and coordinating move into new 175K square foot bedding production facility.

Managed $76M of unionized bedding manufacturing facility with distribution area of Western Canada. Accountable for all functions related to manufacturing and distribution to ensure timely and efficient production and shipment. Oversaw P&L, budgeting, forecasting, and corrective actions by using monthly Policy Deployment.• Improved operational ranking from last place (19th) in 2007 to first Place (1st) in 2010, obtaining both “Plant of the Year” and “Most Improved” awards. Maintained “Plant of the Year” status for 2011 through total team effort, involving factory management, employees and union management.• Achieved 39.6% improvement in Hours per Piece (HPP) and 14.8% improvement in Dollars per Piece within same time frame. Evaluated each production process during Value Stream Analysis, selecting events and project based on need and expected Return on Investment (ROI)• Decreased recordable accidents 89% (71 recordable – 2007 to 6 recordable – 2010) by evaluating current operating procedures and implementing best practices emphasizing safe workplace.• Reduced logistic costs 17.9% in delivery region composed of 6 Western Canada Provinces. Evaluated rates and contracts with outside logistic company, ensuring lowest rate while maintaining highest quality. • Developed improved scheduling of production for high-piece count for each delivery trailer and region, resulting in $616K saving in annual logistics costs.• Consolidated 2 shifts to 1 through lean manufacturing improvements, achieving total operational cost improvement of 15.7% compared to budget (EBITDA $1.8M).

Oversaw all Production Supervisors in unionized facility with respect to production volume, cost, quality and meeting production schedules and delivery dates. • Created safe working environment, ensuring implementation of plant safety policies, procedures and programs and adhering to requirements under DOT, OSHA, and flammability standards.• Relocated 145K square foot factory to new 220K square foot factory.

Provided leadership, training, and team facilitator for plant with Continuous Improvement tools and methods. Assisted in development and implementation of profit-generating lean processes. • Coordinated Lean events and overall team facilitations (65 Events total), comprising best practice processes as related to continuous improvement tools and event techniques throughout region.• Awarded Circle of Excellence 2002, Quality Plant of the Year 2005, Most improved Safety 2005.

Entirely responsible for all sales and operation positions within an independent bedding Manufacturer. Turned around an unprofitable manufacturing facility within 18 months using the introduction of new products, cost cutting procedures, and employee development. Increased sales 29 % and decreased expenditures over 32%.