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 Developed plant’s strategy for continuous improvement to achieve year end fiscal goals. Led Continuous improvement Activities of people, process and products at Axiall Manufacturing’s Delmont Plant. Facilitated Kaizen events, developed and maintained visual management tools to raise awareness of issues Provided engineering support to the facilities management in the areas of safety, quality and value. Made quarterly presentations to senior management keeping them informed on project statuses Led Line standardization activities on the production floor, to improve plant’s overall production capacity. Worked with the production manager and human resources business partner to improve the evaluation process for hiring skilled production operators, and retaining them, a key contributing factor to high scrap rates

- Managing the Corrective and Preventive Action Request Process to minimize the impact of supplier quality non-conformance. Ensuring timely identification and elimination of the root cause of issues- Developed and managed the incoming inspection and sorting process in response to shipments of defective items from suppliers to minimize the impact of supplier quality issues on All-Clad’s ability to meet customer requirements.- Developed long-term supplier quality performance goals, KPI's and drove supplier progress to achieve goals.- Implemented and maintained All-Clad’s Supplier Scorecard Program.- Performed Supplier Process Capability and Quality System Audits at Supplier Sites as part of the All-Clad Supplier Qualification Process for New and Existing Suppliers.- Visited supplier sites on an as needed basis to support supplier quality and process improvementinitiatives as well as new product development and introduction.- Frequently interacted with Asia subsidiary and Cookware Business Unit Quality Management teammembers to address Asia supplier quality issues.- Created and issued reports on supplier quality performance to the Purchasing Manager and other members of Groupe SEB Senior Management Team.- Reduced Customer Claims by investigating product performance failures.- Provided Supplier Quality Dept. input to the New Product Development Team in bringing New products on line.- Coordinated the 1st Article Approval Process for Newly Supplied Product

• Reduced defect level by evaluating incoming quality and providing feedback to the upstream process • Improved Organizational Knowledge of Quality by sharing Lessons-Learned from Root-Cause Identification & Correction • Reduced Customer Claims by investigating issues with returned product to prevent the reoccurrence of quality issues • Worked with Cold Mill Process Engineers to Improve Overall Process Capability• Coordinated the Installation of new equipment to ensure specifications were met• Ensured Environmental, Health and Safety Standards were met for assembly line work

- Researched and Provided Information and Intelligence That Was Important For The President & Senior Vice President of Toyota North America To Know So They Can Make Proactive Decisions About Internal & External Issues Toyota That May Affect Toyota's Brand Value And Profitability.- Developed Presentations For The Bi-Annual Summit of Presidents Of All North American Toyota Plants- Developed The Strategy For Benchmarking In Toyota's Corporate Strategy Department.- Identified and Implemented Best-Practices Through Benchmarking Studies of Competitors and Non Competitors e.g. Hyundai, Nissan, Honda and Sony, GE, P&G- Improved efficiency in the execution of benchmarking function by developing a standard Benchmarking Operating Procedure- Increased internal communication of the value of benchmarking activities by developing Benchmarking Monthly Report- Increased overall organizational support for benchmarking activities by communicating the potential benefits of benchmarking to executives.- Facilitated benchmarking activities resulting in process improvements tracked by company Key Performance Indicators (KPIs) and reported out to executives- Improved overall corporate knowledge and awareness of benchmarking through daily monitoring and communication of pertinent automotive information that could impact the competitiveness of the company.

Manufacturing Engineer- Improved assembly line efficiency for Jeep Grand Cherokee Door Panel by providing assembly line support- Reduced assembly line operating cost by leading and implementing Kaizen process improvement initiatives- Improved assembly line safety metrics by administering Environmental Health and Safety (EHS) standards on the assembly line- Improved assembly line efficiency by providing justification for an investment in new equipment.- Ensured proper integration of new equipment by planning and supervising the installation process.- Supported external customer audits by preparing the assembly line for customer review and updatingassembly drawings- Improved product quality by developing fixtures to verify quality-check functionality- Reduced reoccurrence of product warranty issues by investigating defective products andcommunicating lessons learned- Researched cost reduction opportunities to support organizational directives through value engineering