Contract manager reporting to President of E.R. Smith Associates• Responsible for managing Order Quoting, Process Engineering, Scheduling, Continuous Improvement and all Manufacturing.• Implemented workload monitoring, past due load, current load and future load 4 weeks ahead.• Implementing New Associate JET program.• Responsible for organizing Tooling Services and overseeing MRO expenses.• Recommended hiring, discipline and terminations to President.• Primary agent for change regarding Safety improvements, also eliminated several process paradigm constraints (both man & machine).

• Responsible for bidding on transportation authority projects across the country and quoting smaller independent projects.• Developed business metric for reporting to COO.• Facilitated the Lean Committee, worked to engage hourly and salaried team members to support lean initiatives.• Spearheaded efforts to improve systems that support Railroad Operations through improved data collection.• Reported directly to the Sr. V.P. / C.O.O.

• Resolved inherited 2yr. old accounts payable back log for MRO purchases originating from the machine shop.• Reduced inherited past due component deliveries from 2 yrs to 2 weeks by developing shop floor scheduling disciplines.• Leader in improving MRB activities that netted true accountability internally as well as externally, this supported an accurate COPQ and was the foundation for driving true corrective action throughout the value stream.• Developed metrics for reporting productivity, on-time delivery and cost metrics to the executive levels• 1st step in grievance process, workforce represented by UAW Local #470. Developed a very good working relationship with the local with only 2 issues going to the grievance step, all others were resolved thru discussion.• Supervisor of Manufacturing Engineering; drove process improvements with emphasis on waste elimination and safe processes. Upgraded programming software and hardware to support current and future processes.

• Developed daily metrics for the machining and assembly departments. This required a daily review process and associate involvement. This had an immediate impact on productivity and workcenter uptime.• Chaired several equipment upgrades to eliminate quality and lead time issues.• Improved quality and delivery from offshore suppliers by focusing on the gap analysis and supporting process changes. Worked closely with Quality & Supply Chain departments.

• Trained operations staff and employees on 5s and other Lean tools, this training was also provided to our suppliers and CTB sites across the country. Passionate about empowering change throughout the organization.• Modified cell layout to improve machine:man ratio from 1:1 to 2:1 while increasing capacity 33% by adding equipment ($345k ann. labor savings) (acquired equipment from excess corporate equipment pool).• Employed visual factory controls and provided training to all associates.• Reduced WIP by improving material flow. Reduced material on the production floor to 1 day supply vs. 3-4 weeks.• Reduced transportation cost from $65/hr to $6/hr (est. $68k ann. savings) by leasing a vehicle and eliminating the local carrier.• Led or participated in 5 continuous improvement events at multiple company sites.

Business Unit Manager for Component Manufacturing, Coupler Manufacturing, Rear Frame Manufacturing, Composite Sidewall Manufacturing and Bi-Modal Container Assembly.• Reduced Workplace Recordable Injuries by:• Implementing Behavior Based Safety, and auditing of the process. • Focusing Teams on the relationship between Safety, 5s and Standard Work.• Holding every Team member accountable for improving Safety.• Directing Business Unit through the process of obtaining corporate wide ISO14000 certification in 2005.• Drove Lean Manufacturing by:• Developed plant wide metrics for all product business units.• Facilitated and participated in Lean events focused on Value Stream Mapping, SMED, Set-Up Reduction, Kanban and 5s throughout the Business Unit, and elsewhere in the Company.• Involved cross functional teams and outside vendors in Lean events wherever possible.• Increased productivity from 13 units/100 man hours to 30 units/100 man hours utilizing Lean disciplines.• Delivered $4.5 million in Operations Cost Reduction in 1st 12 months.• Developed Standard Cost and Process Planning for manufacturing to improve Capacity Planning and scheduling of work centers. This work has been adopted by the ERP Implementation Team.• As Business Unit Manager for the Bimodal Container Unit, facilitated the implementation of cellular technology for manufacturing modular sub-assemblies and final assembly of this product in a “One Piece Flow” process. • Directed Business Unit through pre-assessment audits for ISO9000 during 2005.• Key member in Lean/Continuous Improvement development of the company and participated in the elimination of $470m of debt in 3 years. Company progressed from near bankruptcy to prosperity and a leader in the industry.

Business Unit Manager for both Pneumatic Tools and Home & Office Products divisions.• Reduced Workplace Recordable Injuries by 96% (3 recordable vs. 79) by:• Focused the Team on the relationship between Safety, 5s and Standard Work.• I required training sessions for Business Unit Team to reinforce safety.• Holding every Team member accountable for improving Safety.• Studied Kaizen under Sensei’s Nakao, Takinaka, and Nawano of Shingijitsu Consulting. • Key driver of continuous improvement by:• Developed plant wide metrics for all product business units.• Facilitated and participated in CI events focused on Value Stream Mapping, SMED, Set-Up Reduction, TPM, Kanban, Inventory Reduction and 5s throughout the Business Unit, and elsewhere in the Company.• Involved cross functional teams and outside vendors in CI events wherever possible.• Increased productivity from 89 tools/100 man hours to 153 tools/100 man hours.• Through Lean applications increased production from 1200 tools/day to 2500 tools/day while reducing Operations to 2 shifts.• Implemented MRO cost reduction program. Reduced cost from $3.9m to $1.75m in first year.(cont.)• Project Co-Leader for relocating entire Pneumatic Tool Division within the East Greenwich facility. This project was completed on time and met all expectations for Company goals.

Spin-off business from Brown & Sharpe.Responsible for production associates safety-quality-delivery and productivity. Performed process planning and development, MRO purchasing.• Developed program that upgraded CNC tooling and equipment capabilities. Created fixture formatting that allowed for SMED on machining centers,• Responsible for all aspects of Manufacturing Engineering and Production.• Implemented training program for CNC recruits – speeding profitability.

First line manufacturing supervisor in the following areas;Machine Tool ManufacturingIndustrial Products ManufacturingCMM ManufacturingPump Manufacturing• Worked as a Process Engineer during extended labor dispute.• Designed, implemented and managed cellular and group technology work centers.• Pilot candidate of Supervisor Training Program.• CNC Machinist