• Full P/L responsibility $360M, 9 plants, 1800 people.
• President and Officer of Medical Device business unit.
• Director of Korea Operations.
• Key leader on multiple Business Management Teams advising CEO, COO, and CFO on new and existing business strategic direction.
• Designed and implemented CoorsTek Manufacturing Production System with COO and cross functional team.
• Implemented Lean Manufacturing strategy across all plants.
• Successfully Improved all KPI’s Safety, Quality, Delivery, Cost, Engagement scores across all plants.
• Supported and advised Plant Managers at 8 CoorsTek European Plants Germany (2), Chez Republic, Sweden,
Netherlands, UK (2), and Scotland.

Clients include Fortune 50, mid and small cap manufacturing companies.
• KPMG Principle - Led Aerospace turnaround and transformation of multisite operation.
• Implemented Lean Manufacturing strategy. Improved performance from multi-million dollar losses to profitability over a 4 month period.
• Worked with client to develop demand capacity planning model to align customer demand with production capacity.
Planning model included MPS planning schedule adherence, labor rationalization, equipment capacity constraints, and alignment of operations, engineering, and sales.
• Taught Lean principles at multiple levels from the shop floor to senior leadership.
• Developed and implemented strategic operational improvement plan for mid cap manufacturing company to mitigate operational risk to General Motors Assembly Plants.
• Coached and mentored senior management improving operational performance.
• Identified and implemented Lean Manufacturing strategy to increase OEE of major assembly lines.
• Developed operational strategy for small cap PE automotive aftermarket company improving profitability, supply chain and procurement strategy, and assessment of key leadership personnel.

Asked by parent company COO to run newly acquired division and turn it around. Developed and executed strategic plan for multisite operation. Responsible for 250 hourly, 72 staff colleagues and 50 contract workers and suppliers.
• Developed and established key KPI’s to improve operational performance. Safety Score: last in company to 2nd,
Quality: improved 30 PPM to 15 PPM, Delivery Score: improved from 60% to 90% on time, Visual Factory set up zone boards with key performance metrics, Morale: established monthly all colleague meetings communicating company performance and awarding exemplary employee performance.
• Implemented ERP System (QAD) to improve operational and delivery performance.
• Developed and implemented CI / Lean teams to improve processes aligning operational and financial EBITDA targets. Led multiple Kaizen workshops resulting in 30% - 40% throughput improvements and improved EBITDA of 15%.
• Developed and implemented financial budgets. Full P/L responsibility. Improved financial performance from loosing $1M per month to $150k.
• Trained engineers and supervisors on the concepts of Kanban, Pull vs. Push systems, material presentation, standardized work, 5S, SMED, U Shaped Cell design, Practical Problem Solving, and Poka-yoke concepts implementing ideas on current and future manufacturing cell designs.

Global $2.3B Company
Global Engineering and Operations executive supporting 12 North American, 3 Brazilian, and 12 European Plants. 6 direct reports.
• Global Lean Manufacturing – identified and resolved operational and engineering issues globally. Provided guidance and recommended improvement actions to COO, CEO, Board of Directors, and Plant Managers.
• Director of Continuous Improvement – led and developed CI teams at the 6 largest North American manufacturing sites representing 70% of North American EBITDA. Led over 30 Kaizen workshops. Achieved $10M annual productivity savings. Led Green Belt Training for CI and Lead Supervisors.
• Toyota Production System (TPS) Bench Study – worked directly with Toyota Engineers and Operations teams to identify and implement key strategic TPS initiatives to improve Tower International’s Lean Transformation. Utilized TPS ideas on automation and cell design. Presented findings to CEO, COO, and CFO from benchmark study.
• Responsible for performing due diligence analysis on all new manufacturing capital equipment and building expansions to minimize CAPEX spend while achieving financial and operational objectives.

Led Assembly Engineering Department of 40 engineers implementing over $300M in new manufacturing lines at 12 North American Plants.
• Implemented over 20 medium/large manufacturing lines through design, build, installation and start of production.
Achieved all quality, throughput, financial, safety, GD&T dimensional targets and timing objectives. Never missed start of production target dates.
• Developed and executed multi-year resource plan to align operational targets with company headcount objectives. Including training and hiring of all strategic resources to ensure teams were in place to execute the launch of new product lines.
• Reduced CAPEX spend on New Assembly Equipment by 10% though Pre Production Planning workshops.
Savings per line of $5M or more were achieved.

Consulted with start-ups, small and mid cap companies to improve operational efficiency, market growth, and achieve financial targets.
• Designed and implemented a new manufacturing plant for R&D Enterprises a multi-million dollar company.
Developed future strategic site growth plan.
• Managed and executed new Ford F150 aftermarket navigation system through a JV with Garmin Industries. Net gross margin of 300%.
• Consulted for Tower International including engineering and operations projects, relocation and closure of manufacturing plants, and operational improvement projects.

44B market cap
Multiple assignments with increasing leadership responsibilities in Engineering, Operations, Quality, and Finance.
• New Product Launch Leader. Led multiple engineering projects and teams implementing over $100M in new product manufacturing lines including the Sport Utility Lincoln Aviator, Ford T-Bird, Ford Mini-Van, and Ford Taurus. Achieved all quality, cost, OEE, dimensional, and timing targets.
• Lincoln Quality Manager – responsible for all Lincoln sheet metal class A surface quality including doors, hoods, decklids, and roofs. Reduced defects by 15% through leading weekly quality meetings with internal and external sheet metal stamping suppliers. Met with all South Eastern Michigan Lincoln Dealership to identify ways to improve the Lincoln brand quality.
• Refurbishment and Process Manager – responsible for allocating $50M annual budget to improve performance at 8 North American Assembly Plants based on strategic priorities.
• Land Rover Due Diligence Team. Improved Freeland SUV model production at the Birmingham, England plant by 40% over a 4-month period, resulting in $18M of increased annual revenue. Reduced defects by 30% by implementing and managing weekly quality and supplier audit reviews.
• Financial Analyst – responsible for weekly financial analysis and reporting of Ford Escort product line. Provided recommendations and improvement actions to the engineering team to meet financial budget targets.