Focused on the installation of Management Operation Systems (MOS) and labour optimization through increased efficiencies, time-study analyses, and line-balancing. Implemented the (MOS) by working with, training and mentoring the various management teams, helping them to understand their business, identify gaps between machinery capacity and current output, and implement corrective actions to improve efficiency. Set accurate throughput rates; developed root-cause analysis and corrective actions.

With overall operational responsibility for all manufacturing that represented $60M of the $100M in overall company revenue and reporting directly to the CEO. Multi-Plant responsibility. Managed and consolidated three plants into two. Developed annual plant operational and capital budgets with monthly P&L reviews. Ten Managers as direct reports with 22 indirect support salaried staff and 160 indirect hourly associates.

Responsibilities included working directly with mid to upper level management, to establish project strategy, road map, baselines and project tracking mechanisms to achieve milestones and deliverables. Presented project proposals and operational updates to Senior Executives.

Responsible for LINPAC Operating System (LPOS) corporate-wide, across Seven Plants in the U.S. and Canada including continuous improvement processes, training packages, & Kaizen events. Lead the Executive Lean Steering Committee. Implemented lean manufacturing principles, moving each plant forward with Lean practices and capabilities, while sustaining consistent operational results & capital projects. Trained and mentored plant managers and management team. Four direct reports/project managers.

Implemented Management Operation Systems (MOS), working with, training and mentoring the various management teams, helping them to understand their business, identify gaps between machinery capacity and current output & implement corrective actions to improve efficiency. Set accurate throughput rates; develop root-cause analysis and corrective actions. Responsibilities also included working with mid to upper level management including CEO, CFO & COO. Supervised 10 direct & indirect union reports

Recruited for an assignment to lead manufacturing operations of a Tier 2 welding, stamping, and saw-cutting facility. Coordinated daily operations through lean manufacturing initiatives that eliminated steel scrap by improving process flows in saw-cutting operations. Supervised 50+ direct and indirect reports.

Lead manufacturing operations across three shifts for a Tier 1 SSD JIT facility supplying sequenced seating and interior components for GM, Chrysler, Ford, Saab & Volvo. Implemented plans for product changes & new product development. Coordinated & developed production standards, eliminated barriers to performance through root cause analysis, ensured quality performance & maximized equipment uptime. Mentored & trained 12 direct supervisory staff, 9 indirect salaried & 420 indirect union reports.