Hired as one of the first employees when South Pittsburg plant started operations. Supervised four direct reports. Created and managed operating budget and published weekly and monthly P&L reports.•Trained as a Six Sigma Black Belt and utilized Minitab as the statistical measurement program that supported the Six Sigma process. Acted as lead Black Belt on two projects that realized $700k+ in annual savings.•Created and implemented many of the systems and documents for measuring inventory control, waste, production and yield during plant start-up.•Member of the cross-functional team that conceived and built a new production and inventory tracking system. Performed much of the testing of the system; wrote many of the training documents; provided on-site support at the time of implementation; and served as the local administrator, trainer, and expert on the system.•Selected as Chair of the Ergonomics Task Force that recommended ergonomic improvements including installation of a number of automated systems that eliminated direct handling of product by associates; and installation of fatigue mats and platforms that make day-to-day tasks more comfortable.•Built and implemented a dust waste model used to estimate dust waste and to pinpoint specific waste areas.•Designed and oversaw expansion of an inventory supply room, which doubled its size and required two associates to manage. Prior to this expansion, company suffered a $125K write-off in inventory value because of a lack of control of the inventory. After the expansion, on the last physical inventory there was a less-than $5K write-off in inventory value.

•Captured new business. •Increased the customer contact base by 100%; increased new business by 61%.•Gained strong knowledge of fiber wet processes including space, beck, and continuous dyeing operations as well as fiber protection chemistries and fabric printing chemistries

Created annual operating budget for a 150-employee textile finishing plant. Charted weekly variances in operating budgets, analyzed each variance, and suggested solutions. Oversaw capital project management.•Maintained work standards for the plant that included pay rates, preparation and finishing formulas, and packaging formulas used to calculate weekly budgets.•Conceived and implemented numerous cost savings projects for the company.•Supervised three IE clerks.

Created daily preparation and finishing schedules that factored into account delivery dates, prep and finishing formulas, fabric types and colors, and lot sizes to maintain efficient flow of material through the plant.•Oversaw daily staff meeting to inform all responsible parties of critical lots, which helped maintain high delivery dates.•Maintained daily contact with sales force and customers to provide requested information pertaining to product deliveries.

Served as the liaison between sales, manufacturing, and customers to coordinate product orders and product shipments.

Assisted plant's Industrial Engineer in producing an annual operating budget for 750-employee textile spinning, dyeing, and weaving plant.•Performed work measurement studies to provide information to plant management to assist in making labor decisions.•Coordinated all plant safety efforts, which included plant safety meetings, accident investigations, and safety/housekeeping audits.