Corporate Operational Excellence

• Aug 2021 - Present

Vice President of Operations

• Nov 2019 - Present

Responsible for the Day to Day operations one of the fastest growing e-commerce sites in the country. As a member of the Executive Team responsible for the strategic direction of the company that is growing over 25% annually. Responsible for the Day to Day operations one of the fastest growing e-commerce sites in the country. As a member of the Executive Team responsible for the strategic direction of the company that is growing over 25% annually.

Senior Advisor

• Mar 2019 - Present

HKPO is a Licenses Affilate for the Shinto Institute, as well as a Certified Facilitator for the Shingo Institute. The Shinzo Institute is the home of the Shingo Prize, which is the equivalent of the noble peace prize for manufacturing companies. HKPO provides consulting services to help businesses prepare to Win the Shingo Prize. We have helped numerous companies achieve this goal, such as the Army’s ARDEC in Pennsylvania.

Co Host of "Lean From the Front Lines" Podcast

• Mar 2019 - Present

"Lean from the Front Lines" - A Bi-Weekly podcast that profiles people and teams that are on the "front lines" of change and helping their companies improve results using Lean methodology. The podcast tackles the obstacles and challenges of changing over to a Lean/Operational Excellence model with hopefully a few laughs along the way.

Examiner

• Jan 2004 - Present

Led teams of highly experienced Lean professionals on assessments of World-Class Lean companies that have applied for Shingo Prize. https://shingo.org/ • Mobilized teams to conduct 19 site visits for world-class Lean company sites in diverse industries, such as John Deere, Goodyear Tire & Rubber, Rexam Healthcare (Germany), Tobyhanna Army Depot, Letterkenny Army Depot, Lake Region Medical (Ireland), Regeneron Pharmaceuticals Inc., and Abbott Nutrition (Ireland and Singapore); used leadership, interpersonal skills, and trust-building expertise to manage conflict and deliver value-added experience to each site. • Featured key note speaker at 2017 29th Annual International Shingo Conference in Atlanta, Georgia. • Spoke at 2018 OPEX Week World Summit in Orlando, Florida. Show less

Senior Corporate Director of Global Operational Excellence

• Oct 2014 - Nov 2019

Designed and implemented CW Way Operational Excellence System (Lean Six Sigma Operating system), on global scale, which comprised 5 divisions, over 100 manufacturing sites, more than 8,000 employees, and $2.4 billion in annual sales. Defined metrics and recruited, trained, and oversaw staff; assigned resources to provide technical direction for projects.• Recognized for creating over $180M in hard savings in 5 years.• Created and launched training material and on-line modules for CW Way Operational Excellence System based on Toyota Production System, which included hands-on training of over 700 team members who contributed to safety, quality, delivery, and cost-saving improvements at each respective site.• Developed CW Way University that included trainings in CW Way Practitioner Level I, II, and III as well as Leadership Training and 6 Sigma Greenbelt Certification, which increased workforce engagement and created culture of operational excellence.• Attained Focus Site savings of additional $10M over 5 years by transforming 25 struggling sites into profitable operations.• Relied on persuasive skills, interpersonal relations, and trust to foster relationships with diverse and decentralized Business Unit Leadership, Steering Committees, consultants, and other internal customers, enhancing performance of people, processes, and technology.• Quickly assessed site and culture, creating plans and actions for operational excellence transformations; initiatives required working knowledge of all disciplines represented at sites as well as interaction with cross-functional teams. Show less

Director of Operations

• Sep 2013 - Sep 2014

Led multi plant operations in challenging oil and gas environment aimed at creating profitable sites. Established manufacturing operations to drive culture change and commitment around safety, quality, efficiency and delivery, employee engagement, diversity, and operational excellence.• Deployed world-class manufacturing system with intense focus on setting metrics, driving and institutionalizing continuous improvement, and waste elimination through Lean manufacturing principles; transformed money-losing business to positive revenue operation within one year. Show less

Plant Manager

• May 2006 - Sep 2013

Oversaw operations and facilities at world headquarters of $60M global mining business that was growing at 35% per year while going through initial Public Offering (IPO). Owned complete P&L responsibility. Liaised with investors, communicating future plans and strategic corporate direction. • Created strong safety culture that resulted in plant being awarded 2012 OSHA SHARPS award; earned recognition as only 8th company in Utah to receive prestigious award. • Collaborated with direct reports from Quality Control, Materials Planning, Engineering, and Manufacturing, driving process improvements that achieved cost savings of over $4.5M and was awarded Boart Longyear Core Award for Exceptional Results. • Championed $5M remodeling of Corporate Headquarters, which resulted from 35% annual growth rate and increased demand for office space. • Introduced Continuous Feed furnaces into organization, resulting in US Patent # 7,905,161. Show less

Manufacturing Manager

• 2002 - 2006

• Responsible for the day-to-day operations in Production Tooling, Ring Department and two Emblematic Cells • Improved Manufacturing Operations by Increasing quality, improving efficiency and delivery while decreasing cost using Lean Principles (Toyota Production System), Continuous Improvement, Performance Coaching, 6-Sigma and Theory of Constraints. Trained in 6-Sigma Black Belt Tools • Introduced Stereo lithography and wax milling to improve ring manufacturing. • Responsible for the day-to-day operations in Production Tooling, Ring Department and two Emblematic Cells • Improved Manufacturing Operations by Increasing quality, improving efficiency and delivery while decreasing cost using Lean Principles (Toyota Production System), Continuous Improvement, Performance Coaching, 6-Sigma and Theory of Constraints. Trained in 6-Sigma Black Belt Tools • Introduced Stereo lithography and wax milling to improve ring manufacturing.

Plant Manager

• 2001 - 2002

ManufacturingManager

• 1999 - 2001