As a Senior Management Engineer, I effectively work with all levels of owners, executives, management, and employees within a client organization and provide superior technical assistance, including workshops, for implementation of services to clients to foster their continuous improvement activities in the following areas:-Business Planning-Transformation Planning -Quality Management Systems (Six Sigma, ISO)-Strategic Planning-Marketing-Supply Chain Management-Project Management-Lean Manufacturing-Business Process Simulation-Sustainability Methods/Practices-Innovation and Growth services-Certified TWI (Training Within Industry) and Toyota Kata facilitator.

-Managed up to 40 direct reports across the Assembly and CNC/Barline Value Streams. -Ensured hourly productivity goals were met through the use of the internal metrics system. -Conducted weekly Gemba walks with the Team Leads to perform process observations and engage with team members while gaining insight for future continuous improvement opportunities on the production floor. -Updated Value Stream managers on the Key Performance Indicators.-Utilized systematic problem-solving and six sigma methodology to streamline production processes and administrative responsibilities. -Lead monthly high performance teams to problem-solve complex organizational opportunities. -Facilitated Safety Ambassador Program with the KPO Project Coordinator. -Conducted safety swarms to investigate safety incidents and lead the teams in identifying future steps to prevent safety incidents. -Facilitated and lead Kaizen events for the Assembly Value Streams.-Administered annual employee reviews while assigning SMART goals for each employee to review with them on a yearly basis.

-Managed the entire manufacturing facility for the 2nd and 3rd shift which consisted of up to 40 direct reports who worked in the CNC departments, paint departments, weld departments, Plasma, and Laser departments. -Updated company on the Key Performance Indicators for the 2nd and 3rd shift. -Strategically planned Team Lead responsibilities for each week on the manufacturing floor. -Performed quality audits to ensure that quality and delivery metrics were adhered to. -Conducted annual employee reviews.-Organized and administered monthly safety training. -Coordinated with Logistics on the flow of materials.-Coached and mentored employees in understanding areas of professional growth using Lean Manufacturing and Toyota Kata methodologies.

-Managed the scheduling of personnel and production for up to 40 associates. -Organized Total Preventative Maintenance.-Trained employees in production processes, 5s, and Lean Manufacturing principles. -Eliminated waste from production processes and identified non-value added conditions on the production floor. -Effectively utilized SAP and PPZ to report quality and scrap non-conformities. -Worked directly with Quality to ensure QMS system was maintained and adhered to.-Communicated rework priorities to the manufacturing floor and ensured that associates understood QMS standards. -Performed weekly audits for production processes, 5s, TPM, and Standardized Work. -Created charts and presentations as a means of reporting and preventing process failures.-Lead process improvement initiatives with management and engineering.

-Customer Service representative for GM and Chevrolet vehicles equipped with the OnStar services. -Ensured customers received turn-by-turn directions to their GPS screen and/or audio in a timely, professional manner. -Administered vehicle diagnostics checks.-Courteously and professionally represented the OnStar system to customers in an accurate manner that was better and beyond the communicated metrics.

-Managed up to 20 direct reports consisting of in-store employees and delivery drivers.-Created work schedules for employees on a weekly basis.-Ensured quality compliance during food preparation procedures and make-line preparations.-Responsible for turning inventory into revenue. -Managed finances for in-store tills.-Verified on a weekly basis that company financial and inventory results reflected the division’s goals.