Developed material requirements planning (MRP) and master production schedule (MPS) for new business location.Oversaw Enterprise Resource Planning (ERP)/MRP/MSP system setup to drive system demand to the necessary locations and timeframes to support production processes.Worked with a great team including business technology, accounting/finance, engineering, procurement, quality control, project management, warehouse, transportation, and shop management to setup a new ERP/MRP/MPS system in less than three months.Led user acceptance testing (UAT) for new ERP/MRP/MPS system where each team was supplied instructions to complete the required tests to verify their area has all the tools and permissions needed to successfully complete system transactions.Assisted in the standardization of Item Categorization Codes (ICC) to better set apart items for tracking purposes.Organized and lead a daily production meeting which includes representation of accounting, engineering, procurement, quality control, project management, warehouse, transportation, and shop management.Created data tracking for data resulting from daily operations and daily production meeting to aid in creating key performance indicators (KPIs) for new company location.Designed capacity report to visualize workload plan for all work/machine centers – updated daily and available for business review and reviewed at least once weekly during daily production meetings.Evaluate new items, production bill of materials (BOM), production routings, and purchase orders for clarity and accuracy of key attributes.Create and manage forecasts based on S&OP inputs and outputs.

Received twenty-three written recognitions in two years from various business levels including VP of supply chain, Director of Manufacturing, direct manager, direct reports, and peers.Hired, trained, and supervised four production planners and four production controls specialists to meet the requirements of an increasing workload and more detailed planning.Developed detailed planning for three manufacturing sites and supporting over $600,000,000 in average annual WIP values.Improved WIP efficiencies by 15% between 2017 and 2020; therefore, increasing company profits and margins.Transformed how the business was ran from data maintained in spreadsheets to direct business systems.Created workload plan for as many as 542 direct labor employees across three manufacturing facilities, both on and offsite, broken down by facility; item type; and area. Workload plan includes automated capacity file with charts: used by hourly associates through senior management. Includes automated capacity file with charts and used by hourly associates through to senior management.Decreased plan creation time from 50-60 hours per week to approximately one hour per day. Automated reports to provide a detailed daily run plan for all resources, materials planning, and stakeholders. Created reports that automatically generate routine notification emails.Constantly and progressively improved KPIs through consistently provided data: Improved on time delivery from 18% in 2017 to 93% for 2018 and 93% for 2019. Improved schedule attainment to baseline from 40% in 2019 to 85% year-to-date for 2020. Decreased late job operations by 81% year-over-year.Developed scenario-based planning to foresee any proposed workload changes throughout all direct labor resources.Developed standards for make and buy items i.e. internal routings, processing lead times, sourcing rules, etc.Developed KPIs to assist in directing organizational decisions.

Led entire value stream for pressure vessel fabrication from issue of material to the shop through ready to ship/use.Reduced welding defects by 90% through detailed weld defect tracking and maintaining accountability to the area owners and individual welder(s).Developed employee performance appraisals that objectively measured each hourly and salary associate based on attitude, attendance, quality, work ethic, accountability, etc.This provided the ability to quickly, routinely update appraisals and a tool in which to make workforce loading decisions with evidence-based data.Drove accountability throughout entire value stream through Kaizen event and employee engagement activities, which provided each employee a voice into their processes.Provided training and direction for 7 salaried full time associates and up to 180 hourly employees.Created defect tracking that provided data to drive improvement and accountability.Created maintenance ticket generating system to provide tractability of repairs through completion.

Led entire value stream for pressure vessel fabrication from receipt of material to the shop through ready to ship/use.Improved welding defects by 90% through detailed weld defect tracking and maintaining accountability to the area owners and individual welder(s).Developed employee performance appraisals that objectively measured each hourly and salary associate based on attitude, attendance, quality, work ethic, accountability, etc.This provided the ability to quickly and routinely update appraisals and a tool in which to make workforce loading decisions with evidence-based data.Drove accountability throughout entire value stream through Kaizen event and employee engagement activities, which provided each employee a voice into their processes.Provided training and direction for seven salaried fulltime associates and up to 180 hourly employees.Created defect tracking that provided data to drive improvement and accountability.Created maintenance ticket generating system to provide tractability of repairs through completion.

Oversee all areas of production including metal fabrication, CNC turning and milling, welding (manual and computerized), plastivac forming, injection molding, sub-assembly, and final assembly.Designed and implemented internal defect tracking by production line, product type, and department, which thus far has led to 10-20% reduction in defects reported by end users. Designed a Production Meeting Board that effectively reported all areas of concern from inadequate supplies to safety and quality to all supporting teams, i.e. engineering, maintenance, and purchasing. Designed and implemented performance metrics, which allows for adequate measurement of all areas of production creating accountability and increased production. Successfully set-up 1-piece flow operations on multiple production lines: creating lower cost, lower inventory levels, and increased profits. Combined multiple one-shift work centers into one multi-shift work centers to accommodate additional floor space for additional business ventures. Developed efficiency-enhancing workflow/process improvements that made it possible to accommodate increasing responsibilities necessitated by staff reductions.

Developed two one-piece-flow production lines. Set and maintain standard production rates. Supervise two production assembly lines, vacuum forming, routing of vacuum formed parts, injection molding, and programming CNC router.