Experience

Lauras International

• Australia
• Business Consulting and Services
• 1 - 100 Employee

• Sr. Consultant

  • May 2023 - Present



Behrens Manufacturing

• United States
• Wholesale
• 1 - 100 Employee

• Lean Consultant

  • Jan 2023 - May 2023

  Worked collaboratively with management to assess operations and make recommendations for improvement that will impact P&L performance. ► Proposed high-volume manufacturing strategic shift from DFT (Demand Flow Technology) to balanced Velocity to potentially reduce labor content per unit up to 50% and double daily output. Instead of running the line two-shifts-5days a week and dealing with output losses due to UDT (unscheduled Downtime), the line would run only when demand warranted, freeing the line to PM equipment. Velocity manufacturing provides flexibility to redeploy laborers to low-volume lines as needed reducing overall workforce requirement. ► Proposed a strategy to use MS-Teams as an eco-system for operations. By leveraging SharePoint, PowerBI, Forms, To-do/Tasks/Planner, Lists, among other apps operating in organizational teams and channels, MS-Teams could provide real-time collaboration, document control, project management, and KPI reporting on a single-point environment accessible to any authorized account through any connected device. Proposal included introduction and training materials to MS-Teams and apps. ► Working collaboratively with human resources, led the development of an Employee LifeCycle Management module to support HR resources and activities from recruitment to separation. Built on a Microsoft Teams Eco-system, the module utilizes a MS-Forms interface, MS-PowerAutomate to initiate tasks, emails and communication loops, and Power BI to report performance on the HR department Sharepoint landing page. Show less



STANLEY Infrastructure

• United States
• Manufacturing
• 100 - 200 Employee

• Operations and Quality Manager - Dual Role

  • Mar 2019 - Sep 2022

  ► Responsible for all personnel, on-time delivery and P&L performance of manufacturing operations. Directed all quality functions including APQP, supply chain, manufacturing and warranty. Led the strategic development and execution of continuous improvement efforts in manufacturing, administration, capital investment, and product development. ► Led plant-wide reorganization to optimize production process flow to improve throughput, productivity and lead-time to delivery resulting in single-year record revenue growth from $42MM to $74MM and productivity improvement from 68% to 78%. ► Built a labor capacity analysis tool for mixed-model manufacturing to assess order demand to staffing capacity in order to project productivity and revenue, plan overtime, and assist in shifting ship dates to improve P&L results. ► Built a portal to filter active production orders in a manner for each work center to better understand their planned work schedule. ► Developed a digital system to parse and present (KPIs) Key Performance Indicators crucial to adjusting schedules, staff planning and tracking improvement initiatives. ► Led Installation of computer stations in every work cell and implement a digital access to all resources pertinent to manufacturing. ► Developed and executed a strategy to become the “Employer of Choice”, including changes to pay-scale, postings, plant aesthetics, and connecting with area educational institutions. Increased applicants 2000% and increased headcount 20% in four months. ► Built out quality department from the ground up, including staffing, standards, procedures, document retention, and advanced tools and systems. ► Developed a standardized Advanced Problem-Solving system used for quality issues, lean improvement, and capital investment. ► Taught weekly classes to develop skills and understanding in Lean theory, advanced problem-solving, Excel, VISIO, Powerpoint. Show less



Louisiana-Pacific Corporation

• United States
• Wholesale Building Materials
• 700 & Above Employee

• Sr. Plant Engineer

  • Sep 2013 - Mar 2019

  ► Responsible for cradle-to-grave execution of capital projects up to $5MM annually including, project scope creation, financial plans, schedule, equipment specification, justification, corporate documentation, equipment design, resource management, full implementation oversight and overall budget compliance. ► Project management for an 18-month $2.9MM drying system upgrade, closing 1% under budget, installed and operational in 7-days, exceeding all performance expectations, eliminating 100% UDT and gaining 12.5% more output in the first year, with capability for 18% additional growth ► Developed a comprehensive project management system and tools for strategic planning, project development and execution. ► Recognized as project/process expert for several aspects of manufacturing processes. ► Developed and designed several manufacturing equipment centers utilizing DFx methods to reduce cost, lead-time to produce, and maintenance/upkeep. Efforts saw savings of at least 35% in cost and 50% shorter lead-time for overall implementation. ► Led the development of new technology finishing equipment that became the corporate standard for all siding and trim manufacturing plants. ► Managed $260K project to replace waste by-product processing equipment with first year performance eliminating 100% of the (UDT) Unscheduled Down Time and ROI in under 12-months. ► Designed a (SMED) quick-change system for in press operations implemented at 80% cost savings and 50% changeover time reduction. ► Led the development, construction, and implementation of facilities to clean high use process equipment. ► Managed the purchase of several parcels of property with one requiring legal services to navigate multiple foreclosure encumbrances. ► Project management for the construction of a 40k-sqft holding pond including wetland, groundwater runoff, land credit, and grading assessments. Show less



RITALKA, INC

• United States
• Mechanical Or Industrial Engineering
• 1 - 100 Employee

• Vice President - Engineering

  • Nov 2012 - Aug 2013

  ► Responsible for P&L performance of product development services including design engineering, project management, publications, controls and testing. ► Led multi-site engineering staff growth of 40% in 6mos. ► Led development of the technical publication operation incorporating ePub features and functionality. ► Responsible for P&L performance of product development services including design engineering, project management, publications, controls and testing. ► Led multi-site engineering staff growth of 40% in 6mos. ► Led development of the technical publication operation incorporating ePub features and functionality.



American Mobile Power Systems

• United States
• Appliances, Electrical, and Electronics Manufacturing
• 1 - 100 Employee

• Vice President - Operations

  • Jun 2011 - Nov 2012

  ► Was key member of start-up company supporting the engineer if battery solutions to the municipal, power generation, medical, electric tool and land mobile radio industries. ► Responsible for the development of business practices and execution of daily operations. ► Was key member of start-up company supporting the engineer if battery solutions to the municipal, power generation, medical, electric tool and land mobile radio industries. ► Responsible for the development of business practices and execution of daily operations.



GeaCom, Inc.

• United States
• Medical Equipment Manufacturing
• 1 - 100 Employee

• Vice President - Manufacturing Operations / Hardware Development

  • Nov 2009 - May 2011

  ► Responsible for development of device hardware, supply chain, manufacturing, quality and operations practices and procedures. ► Developed financial models for strategic planning. Following Lean Finance methods to simulate multi-year performance, the Pro Forma program accounted for growth, staffing, investment, cash flow, and profitability. What was learned altered the company’s growth plan to maximize income and cash flow. ► Proposed a Supply Chain Integration Partnership strategy to contract a third-party company to facilitate all material management functions. A distributor created the SCIP business entity based on the details I provided. ► Led the hardware development of a medical tablet and headset for multilingual communication including circuit board creation, molded plastics design, LiFePo4 battery system, and custom display sets. ► Developed an interactive process management strategy to simplify standard procedure development. The system used visual process flows, responsibility designation, web-based applications and software controls to make procedures more efficient. Show less



Cirrus Aircraft

• United States
• Airlines and Aviation
• 700 & Above Employee

• Manufacturing Engineering Manager, Project Management, Sr. Manufacturing Engineer

  • Oct 2004 - Aug 2009

  ► Responsible for on-time execution of manufacturing and tool engineering services for product evolution projects including budget, on-time delivery, first article and equipment qualification, and SOP documentation. ► Launched a comprehensive CI program based on uncovering opportunities by teaching people to see waste in their daily activities, with over 3,000 opportunities identified and 10% resolved in 2-years. ► Developed an innovative methodology to project manage engineering and qualification of tooling and processes for a next generation avionics package resulting in 100% OTD. ► Project manager for advanced manufacturing and tool development on a next generation carbon fiber composite wing, delivering over 100 composite part molds and assembly tools in 18-months. ► Provided first-point-of-contact process and quality expertise for carbon fiber wing manufacturing. Show less



EF Johnson Technologies, Inc.

• United States
• Telecommunications
• 100 - 200 Employee

• Manager, Lean Manufacturing Operations

  • Oct 2003 - Sep 2004

  ► Responsible for all personnel, on-time delivery and P&L performance of manufacturing operations. Directed all quality functions in supply chain and manufacturing. ► Based on Market Driven Operation (MDO) assessment, converted manufacturing from batch production to balanced single-piece-flow to reduce lead-time for 300-unit orders from 6-weeks to 2-weeks. ► Relocated manufacturing operations to Texas, while maintaining concurrent production in Minnesota throughout entire transition. ► Proposed and executed the implementation of a Supply Chain Integration Partnership (SCIP) provider to manage all brokering, purchase and inventory of hand-held radio batteries and charger systems. Show less



Kato Engineering

• Lean Manufacturing Engineer

  • Oct 2000 - Sep 2003

  ► Developed a user-friendly digital portal to assist production planning and scheduling by providing a real-time view of the mixed-model production floor, saving 75-hours per week of manual/paper schedule management. ► Led redesign kaizen on generator products incorporating (DFM) Design for Manufacturing, (DFT) Demand Flow Manufacturing and focused-factory single piece flow practices. Reduced lead time from weeks to days and labor 60% by eliminating 70% of the process steps. ► Implemented of a DFT single-piece flow, mixed model focus-factory around a 3.25hr takt time, SMED tool practices, and tugger transfer system. ► Implemented “cow stall” cell manufacturing for generator final assembly, reducing lead-time by 50% and improving productivity 25%. ► Developed digital configurator to successfully determine best viable product configuration from 144,000 possible BOMs. ► Led the efforts to successfully transfer all manufacturing for the 4-6 Pole family of generator products from Minnesota to a sister facility in Tennessee. ► Led Kaizen-Blitz to improve operations in the Receiving, Warehouse and Shipping department implementing 5S standards. ► Led Kaizen to improve stamping operation focusing on SMED and NVA activities, resulting in 15% productivity improvement and 25% output growth. Show less



ZF Group

• Germany
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Project Manufacturing Engineer

  • Jan 1998 - Sep 2000

  ► Using (DFx) Design of Manufacturing, Procurement and Cost, launched automotive assembly qualified for production at a 54% margin, a $16.6-million gain in ROI from initial project bid proposal. ► Developed APQP document package so comprehensive no warranty claim was ever registered against the assembly. Customer praised documents for being one of the most comprehensive and thorough ever submitted. ► Created a third-party vender by first identifying machine centers that could cost effectively produce automotive parts at the require volume and quality, then located a party to buy and staff the equipment. ► Rebalanced automotive hand-hand-pass assembly line, improving first pass yield to 99.8% and output 20% (800 to 1000 units a shift) while reducing headcount from 22 to 11 and WIP by 95%. ► Developed a process simulation program to rebalance assembly lines that allowed work content to be moved around and defined to take into account the duration of activities, how the activity was performed (manually or by machine), whether Value-added or NonValue-added. Show less