Over a 12 week period in the summer of 2021, led an initiative to bring an underperforming food manufacturing plant back to profitability. The project involved partnering with the VP of manufacturing and plant manager, and then gaining buy-in from each of the functional department heads to improve operational performance. The team was organized into several sub-groups, focused on identifying the highest impact quality, manufacturing, and maintenance improvements to affect financial performance. Improvements related to labor and equipment efficiencies, inventory management, SQF compliance, and equipment availability led to improved cost and delivery performance, restoring profitability and laying the foundation for future improvements.

Developed the vision and roadmap for the initial implementation of the Manufacturing Excellence Program for a high speed beverage manufacturing line.  The approach focused heavily on change management and engagement of the frontline workforce, beginning with training, structured problem solving and ideations sessions to identify areas of opportunity, then utilizing the Kaizen rapid improvement process to implement and sustain operational improvements.  These efforts resulted in a 15 point improvement in overall equipment effectiveness (OEE) in the pilot area, and demonstrated the value of scaling lean manufacturing practices throughout the organization.

As the project lead, implemented a software solution using Service Now to replace traditional email and phone call methods for requesting facility's services with a modern, online service request catalog. Project included educating senior management to gain buy-in, collecting stakeholder input and communicating requirements to the software development team, training both end users and service providers, and creating online reports and dashboards for monitoring continued success after implementation.

As the manufacturing engineer assigned to the liquid scintillation analyzer production line, led consecutive Six Sigma projects to achieve significant improvements in first pass yield metrics. The initial project was to design a software solution capable of calculating and monitoring manufacturing key performance indices for the product line and recording the results of the end of line prove-out test. Then the data collected was analyzed to identify the largest contributors to end of line failures. Root causes were identified for each of the highest contributors and corrective actions implemented to prevent future occurrences. As a result of these efforts, the First Pass Yield for the product line improved by over 60%.

As a design assurance quality engineer, oversaw the qualification of a Chinese contractor, including overseeing the qualification of new vendors for over one thousand parts and sub-assemblies, training contract manufacture staff to follow quality policies and execute test plans, managing qualification testing for the final printer assembly and approving contract manufacturer to begin production.

As the product owner, led a multidisciplinary new product development team to replace a 20 year old deprecated software system for managing, storing and shipping hazardous waste with a contemporary software solution, and incorporated enhancements to improve efficiencies and maintain compliance. Project involved every aspect of new product design from collecting voice of customer information, translating the customers' input into actionable requirements, then designing, developing, qualifying and implementing the solution. Utilized the Agile solution development life-cycle processes for software development and followed ASME NQA-1 Quality Assurance for Nuclear Facility Applications standard for quality assurance and software qualification.