Guided the lean operational excellence deployment in multiple facilities across the U.S.  Provided lean enterprise training and coaching to engineering staffs and lead plant management groups.  Developed and establishing lean production initiatives, strategic plans, corporate training and performance improvement.  Reported to the corporate VP of Manufacturing and VP of Continuous Improvement; La-Z-Boy, Six Production Facilities Nationwide

Directed an engineering group as the Continuous Improvement - Engineering Manager for a ~265 employee plant: strategic planning, process development, tooling design, cost reduction, time studies, facility planning & layout and work cell installations.  Reporting to the Plant Manager and to the Corporate VP of Continuous Improvement; Lincolnton, NC.

Led an eight-site corporate engineering team as the Engineering Project Manager in the development of the La-Z-Boy Production System.  Designed lean production cells and support systems.  Established corporate production standards.

Coaching the corporation on lean operational practices. Developing and establishing lean production initiatives, strategic plans and performance improvement. Providing training to management staff and supervisors. Supporting the establishment of an inventory management and kanban control system;  Habersham Metal Products Co., Cornelia, GA [2008 - 2009]

Re-engineered assembly lines and warehouse management operations.  Implemented lean initiatives that reduced production cycle time from 3.7 days to 3.1 hours, reduced work-in-process inventory by 82%, and increased production throughput by 18% without adding resources or capital equipment;  RCF, Reggio-Emilia, Italy

Implemented a lean pull-flow manufacturing cell and trained management, engineers and production personnel on pull-flow production design, operations and support; reduced work-in-process inventory by 67 % and dropped manufacturing cycle time from 1.8 weeks to 1.7 hours;  Mackie Designs, Woodinville, WA

Led a team in the design of a consolidated and integrated power amplifier assembly factory.  Provided consultation on lean pull-flow production systems and kanban material control;  Peavey Electronics, Meridian, MS

Designed and implemented a 132k sq. ft. national distribution center increasing order processing efficiency and accuracy by 35%. As interim Director of Distribution developed and implemented a lean paperless inventory and order fulfillment management system, and product lot control system utilizing real-time information systems and bar code technology. Reengineered all receiving, storage, order picking, packing and shipping processes.  Raised inventory accuracy to 98.5%.  Increased same day order-to-shipment performance to 96%;  Experimental & Applied Sciences (EAS), Golden, CO

Designed a 69K sq. ft. "Returns Management" processing facility for Direct Alliance in Tempe, AZ.  Direct Alliance is a 3PL provider supporting companies like IBM, Toshiba and other major PC OEMs with product returns management.  Product returns services were in support of the client's warranty agreements and product "repair/exchange" services; Direct Alliance, Tempe, AZ

Improved an asset management & product returns processing center by increasing process throughput and reducing cycle time by 45%; Outsource Technologies, Denver, CO     

Designed and installed a computer assembly & configuration production facility, including the distribution center.  Doubled the production capacity.  Project completed on time and within budget.  Received two contract awards: August ’98 & September ’99;  Compaq, Tempe, AZ

Developed and delivered custom training programs for management and production operators on manufacturing process breakdown and on-the-job training using “Training Within Industry” techniques;  Celestica, Fort Collins, CO

Provided factory layout design and material handling recommendations for new automated production facility; Quantum, Colorado Springs, CO

Supported the $170M revenue growth of the 4^th largest contract manufacturer in the U.S. of wire and cable, electro-mechanical assembly, and value-added services (later acquired by Sanmina).  Member of the company’s leadership team actively involved with business growth, building customer relationships and enhancing strategic positioning through improved manufacturing processes and technology.  Conducted feasibility & capability studies and technical sales presentations.  Prepared detailed responses to complex high dollar RFP/RFQ's.  Responsible for maintaining manufacturing and service costs in support of the contract - profit price point.

Started and directed an engineering organization of 24 professionals: mechanical engineers, electrical engineers, industrial engineers, wire & cable engineers, drafters and first article-prototype technical personnel.