With the iPad foundation in a solid place, I accepted an offer to lead projects that stacked apps, services, and solutions on the iPad and other devices in NUSA. These solutions ranged from MES solutions, Safety, Quality, Supply Chain, and more. Some solutions were in house and some were from external partners. Implementing these solutions required cross-functional collaboration between our product owners, technical teams, leadership and our customers: the factories. Managing these teams to the end goal(s) has produced the most challenging and (ful)fun-filling moments of my career.Leveraging traditional and non-traditional project management tools, skills, philosophies and theories has been instrumental in the success of my implementations.

Having shown great results and expansion with our Digital initiatives, I was promoted and hired as employee #1 for a new ‘Digital in Manufacturing’ (DiM) department within NUSA. We hired a Director shortly after and our team expanded very quickly to embark on our Digital Journey. I was the “Product Owner” for iPad for NUSA. I received my JAMF 100 certification to be a JAMF admin at the Market level. If there was a need for enhancing the iPad experience, I would be the contact our employees reached out to. If there was a technical question or issue, I would try and resolve it before reaching out to our global admins. I was responsible for my markets E2E lifecycle management of the iPads.Some enhancements I brought to our operations were around new apps, extensions and more. For example, our operations needed an easy way to scan bar codes in SAP. I worked with out global teams in getting the ‘Scan Key’ app loaded onto each iPad and available in JAMF’s “Self Service” so bar codes could be easily scanned from the iPads. Another example is getting the Go Pro app loaded onto the iPads so rich video could be recorded to further enhance our POKA training standards. We'd mount the GoPro on our operators helmets to capture certain process' and activities to incorporate them into our training materials.I partnered with Bretford, a device storage company, to store and charge our iPads in our facilities. We had a shared, 1-1 and badge model to ensure we could meet the factories different ways of working and needs.

The Corporate Manufacturing Excellence Manager reviewed the work I was executing out of the Tulare Operations Center involving digital. After several discussions around how "Digital" and "Industry 4.0" can impact manufacturing, he extended me a job offer to come help shape the digital roadmap for Nestle USA and its factories operations.We immediately started factory floor “day in the life” ideation sessions developing a digital matrix around what manual or “paper” process’ / activities were common amongst the various divisions in Nestle. We saw a huge opportunity for training! We reached out and partnered with the folks at POKA to put their application on iPad. Working cross-functionally with our Education and Training corporate team we initiated a pilot project to test the POKA solution in our most profitable NUSA factory. We saw great success to the POKA service and iPad. We then bought ~2500 iPads to expand the tool across all NUSA sites. We worked to replace our legacy training solution(s) with POKA leveraging their 21st century tools while also setting a solid foundation, with iPad, to ensure our front-line workers were getting better training and providing a platform to communicate up and down the Business with POKA’s newsfeed.Next, we worked with our corporate IT teams in leveraging the Mobile Device Management service, JAMF, to get the iPads integrated into our Nestle network and infrastructure. This would allow to ensure the operators feedback was being met: access to internal Nestle services and programs behind the firewall to expand the iPads capability even more. HR documentation, quality programs, preferred WiFi network, secure iPad restrictions and policies, and more.Once JAMF was up and running, we sought to bring any and all applications, services, process’ to iPad - the device of choice for our frontline workers. In parallel, Nestle was developing an in-house browser solution for its Performance, Quality and other MES solutions.

Industrial Performance/Lean initiatives to reduce unplanned stops and increase good production time to improve overall OEE (Overall Equipment Effectiveness).Lean Methodologies & Tools: SMED (Single Minute Exchange of Dies)Standardized WorkRapid/Kaizen/Kaizen BlitzDMAIC (Define, Measure, Analyze, Improve, Control)Continous ImprovementCenterliningAbnormality Identification5S (Sort, Set in order, Shine, Standardise, Sustain)ECRS (Eliminate Combine Reduce Simplify)Six SigmaProcess MappingPoka Yoke (Error Proofing)Root Cause AnalysisBottleneck AnalysisKPI (Key Performance Indicators)Sustainability change management was standardized in the iPad 'iBook', now known as Apple Books, standard using iBooks Author. This allowed for user-friendly rich text with pictures, videos and more. With the POC of iPads in a Nestle factory environment showing promising impact and results around training, user-satisfaction and more we partnered with Nestle IT teams to expand the capably of iPads. We leveraged Office365, email, internal shares library access and more.

Operator of Pack Line Four at the Tulare Operations Center for 2nd Shift. More details to come.

As a Level One operator, I was responsible for the packaging of the extruded bars. Prior to the bars being wrapped to be packaged, I made sure that the bars were up to specifications to pass sensory. I operated, maintained and cleaned on all bar lines including - but not limited to - hawks, cartoners & dazzle systems. I worked with my peers to ensure that every bar we were making was making its way to palletizing to ensure our customers were getting the best ice cream bar in the market.

I was responsible for maintaining and stocking the production area. I helped the production line operators with any requests they had for me, to ensure they had a successful day. I was also in charge of removing any trash, plastic, cardboard etc. that the production lines disposed of while in production. I also tackled many tasks allocated to me by management and coaches when needed and when special circumstances arose. I had various sanitation requirements I had to accomplish, daily, that included - but wasn't limited to - spraying the production drains with Quorum Clear. I re-filled the Hand Wash Station chemicals daily to ensure production members hands were sanitized when traveling throughout the plant. Periodically, I changed the chemicals in in the floor mats to make sure a fresh supply of sanitizer was making contact with the bottom of personnels footwear when traveling in and out of the plant. I cleaned and monitored the break room, locker rooms and PPE Room during my shift. I ensured all chemicals and COP tanks were labeled during my shift. I maintained and adjusted the production weight scales to make sure each line were getting proper readings when performing their required checks. All this, while maintaining a safe and clean working environment for me and my peers.

Assisting Operators in the production of various Ice Creams such as Haagen-Dazs, Dreyers and Skinny Cow - through a temporary staffing service called Volt. My responsibilities and job description included — but wasn't limited to — the following, at the Tulare Operations Center: General LaborCup check- I was in charge of making sure that each pint that comes off that line is up to standard before it leaves the room to be packaged. I make sure that each pint has the tamper sealed completely before it continues down the line. Further down the line if a Hazard Analysis Critical Control Point (HACCP) checkpoint goes off such as the 2D scanner I visually inspect the pint for damage and notify my operator.Cups and Lids- I supplied machines with the cups and lids to make sure that they were headed to the 'Filler' area to begin the process of having ice cream injected into the cups and sealed with the lid.Frigo Monitor- This position required two people. One at the entrance, and one person at the exit of a very large freezer. The Ice cream pints, after they have been completely filled, sealed and passed all the HAACP checkpoints, came to the 'Frigo' on a conveyor belt to be frozen. Along the way the pints sometimes tip over. To ensure their are no air pockets, Temps like myself need to be placed at the entrance to make sure that each pin is facing upside down. The Exit person needs to be placed there to ensure the pints don't jam up at the 90 degree turn that the pints take when coming out of the 'Frigo' exit. Dumper.- I poured ingredients into a 'Fruit Feeder and/or 'Doering Pump' to flavor the ice-cream. Ingredients like Pecans, Peanut Butter, Strawberries, Creme Brûlée, Rum Raisins, Marshmallow, Cookie Dough and many others while checking for foreign objects.Operator Experience- Cartoner experience. - Shrink Wrapper experience.- Filler set-up. - Fruit Feeder set-up.

I was a key holder to the Visalia Pr7me Ride Shop (formerly known as X Ryderz – formerly No Fear).My responsibilities and job description included – but wasn't limited to – the following:Management- Employee scheduling.- Project execution.- Daily, Weekly, Monthly & Yearly recaps for comparison and informational needs.- Delegation of tasks though out the staff to ensure that the store performs its best in sells and appearance. - Corporate communication.- Critical thinking.Cash Handling- Creating deposits from the days earnings.- Verifying the opening and closing register(s) for the day.- Securely processing the deposits to an Armored Vehicle service (Brinks, Gardas, etc.)- Cashiering experience.Sales- Sales driven.- 2.0 Units Per Transaction minimum.- $45 Average Dollar Sale minimum.- Product knowledge aware.- Four years customer service experience.Loss Prevention- Loss Prevention member while at Tilly's. - While at Tilly's, my store graduated from the Loss Prevention Program, which meant our store met the strict company loss accumulated percentage goal of 1%.- Advocate of merchandise security sensors.- Strict customer service procedure to ensure costumer(s) get frequent visits to guarantee they get the best service possible as well as preventing any chance of theft.

I was a leader in sales. I was strictly focused on making sure that each customer had a better experience then any other retail store. I was also responsible for the Sales Associates when Management was busy.My responsibilities and job description included – but wasn't limited to – the following: Lead Sale Obligations- Every hour I communicated the stores sales progress to the entire staff. While also highlighting individual performances and sales.- I was given a key to open the eyewear and watches cases to present customers who were interested in them so they could purchase them. - Was given authority to exchange currency between registers in case a cashier needed change.- Involved with group interviews and new-hire training.Customer Service- Primary objective throughout the day was to give the best possible service to the costumers by educating them about the products they were shopping for.- $45 Average Dollar Sale minimum.- 2.0 Units Per Transaction minimum.- Showed complimenting merchandise to get the costumer to purchase more then originally intended too.- Product knowledge emphasis.Cash Handling- 4 years cashier experience.- Able to process returns, discounts, promotions, etc.- Last chance add-ons to entice the customer to purchase more.- Ability to reset register to closing/opening amount.Associate Delegation- Set goals for Sales Associates to perform shipment, customer service and more.- Positive reinforcement to keep Sales Associates motivated and working.- Ability to keep the Sales Associates communicating in a timely schedule over an employee issued radio.- Further assisted customers that needed advanced service such as finding a specific item from another store, product knowledge or a highly priced item such as Eyewear.- Delegated employee breaks and lunches.Visuals- Was a member of the Visual Merchandising Team.- Ability to merchandise any wall, table and fixture with any theme, scheme or free-thought.

My main objective was to fulfill customers needs when inside the store. Also, I performed any tasks that my superiors gave me during my shift.My responsibilities and job description included – but wasn't limited to – the following:Customer Service- Helped each customer the best I could.- Learned techniques to figure out what, and possibly who, the customer was shopping for.- Helped customers out at the fitting room.- Communicated to my superiors in a timely manner. - Set goals for myself and worked hard to achieve them. Cash Handling- Cashiering.- Resetting register to a beginning amount.- Processing returns, exchanges and purchases.- Closing out a register.Tasks- Processed shipment.- Organized merchandise.- Recovered the store to its best visual appearance. - Sweeping, wiping areas of the store that needed it.- Cleaned the bathroom.Loss Prevention- I was taught preventative measures to ensure customers got excellent customer service which in-turn created a great way to prevent theft. Staying close to costumers by frequently helping them.- Shown videos of body behavior and verbal behavior of possible thieves.