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AJ an experienced Operations Executive and consultant with a proven track record for delivering high performing business results. AJ has over 18 years of experience in leading companies through the process of creating a results oriented culture of continuous improvement based on establishing a clear vision, team work, total employee involvement, and human resource development. AJ has developed extensive experience working domestically and internationally as a leader, instructor, coach, project practitioner, consultant, and engagement director with many high performing organizations. His leadership efforts have led to measurable Lean Six Sigma business results through process effectiveness and efficiency, unparalleled customer satisfaction and superior market performance. His ability to leverage his deep expertise, outstanding collaboration skills and a bias for results has yielded millions of dollars of benefits to the bottom line for his clients. His primary focus is on the strategic deployment and execution of organizational performance improvement methodologies with an emphasis on the application of Lean Six Sigma.
Area of Expertise
- Process Performance Improvement
- Lean Six Sigma consulting, training & coaching (Master Black Belt)
- Change Management & Communication
- Strategy Development & Deployment – Danaher Business System Expert
- Leadership Development & Training
- Strategy Alignment & Execution
- Innovation & Change Techniques
Business Transformation Consultant (2004 – present)
Leading client companies to achieve globally competitive performance levels through the implementation of strong strategic planning & deployment processes and Lean Six Sigma principles in both Operations and Administrative functions.
Sample Client Results:
Gems Sensors Inc. – A Division of Danaher Corp., Plainville, CT (1999 – 2004)
A $60M manufacturer of liquid level, flow and pressure sensors.
Director of Operations (2002 – 2004)
Reporting to the President, responsible for Strategic Planning, Budgeting, Performance & Staff Development for the following departments: Manufacturing, Quality Assurance, Purchasing, Production Control, Mfg. Engineering, and Maintenance & Facilities. Responsible for leading & managing the company-wide Continuous Improvement Process. Managed a total staff of 150 people.
- Added $1.1M in Operating Profit in less than 2 years (OP from 29.1% to 30.9%)
- Responsible for planning and execution of an Operations budget in excess of $39M annually
- Responsible for annual Purchasing spend of over $50M
- Averaged $600K in Purchasing related cost reductions annually
- Averaged $375K in labor productivity savings annually
Manufacturing Manager (2001 – 2002)
Reporting to the Director of Operations, responsible for Manufacturing, Mfg. Engineering, Maintenance & Facilities, and company-wide Continuous Improvement Process & Initiatives. Managed a total staff of 135 people.
Manager of Continuous Improvement & Mfg. Engineering (1999 – 2001)
Reporting to the Director of Operations, responsible for managing Mfg. Engineering, leading Lean Six Sigma transformation and managing the company-wide Continuous Improvement Process and Initiatives.
Danaher Corporation – Danaher Business System Corporate Office (1997 – 1999)
Danaher Business System (DBS) Promotion Manager
A corporate consulting position responsible for providing executive coaching and Lean Transformation training & facilitation services in support of Strategic Planning & Deployment initiatives for both newly acquired companies as well as existing mature companies within the corporation.
Additional Selected Danaher Accomplishments
- Developed strategies and led actions resulting in 50% improvements in quality metrics annually
- Closed and relocated a $5MM company acquisition from South Carolina to Connecticut in less than 3 months
- Improved Customer Service Performance (On Time Delivery) from 88% to 95% in less than 1 year
Selected Danaher Accomplishments-continued
- Highly skilled in training executives & facilitating the integration of Strategic Planning & Lean Six Sigma into their businesses
- Trained and certified in numerous Lean Six Sigma tools (partial listing):
- Strategic Planning & Deployment – Hoshin Kanri based process for developing & deploying strategic objectives
- Standard Work – One piece flow and cellular manufacturing based on the Toyota Production System model
- SMED – set up reduction
- Kanban – visual material replenishment system that minimizes inventory and ensures ability to meet customer delivery
- Problem Solving – a 9-step structured problem solving approach similar to the Ford/Boeing 8D model
- New Product Development – a lean approach for developing, launching & commercializing new products.
- Value Stream Mapping – mapping of the value streams in both manufacturing and administrative processes in order to identify waste and improvement strategies
- Variation Reduction Kaizen – utilizing basic Six Sigma tools in a kaizen approach to solve quality problems
- Transactional Process Improvement – a kaizen approach to eliminating waste in administrative and transactional processes
- Six Sigma Black Belt Trained – Structured project management method & statistics based approach to problem solving
O.F Mossberg Inc., North Haven, CT (1996 – 1997)
Director of Engineering: $70MM manufacturer of sporting firearms and commercial security products. Multi-plant responsibility for Product Design & Development, Manufacturing Engineering, Maintenance and Facilities. Managed a professional staff of 12.
Pratt & Whitney Aircraft, East Hartford, CT (1995 – 1996)
Cell Leader: Manufacturer of gas turbine engines for the military and commercial aviation markets. Production Manager for two production cells with annual sales in excess of $10MM. Unionized (Machinist Union) workforce.
Allied Signal Corp., Stratford, CT (1986 – 1995)
(Formerly Textron Lycoming) A $700M Manufacturer of Gas Turbine Engines
Manager New Product Manufacturing: (1994 – 1995)
Reporting to the Director of Operations, responsible for transitioning new and vendor-sourced products into manufacturing through matrix managed cross-functional teams. A lean approach to process & tooling development requiring the breaking down departmental, managerial, technical, and union related barriers.
Supervisor CNC Programming, Cutting Tool Applications & Tool Design (1989 – 1994)
Supervision of 3 unionized (UAW) departments consisting of 18 direct reports.
Manager Mfg. Engineering – Recuperator Manufacturing – Acting (1988 – 1989)
Supervised a staff of 6 Manufacturing Engineers responsible for production support and process development.
Mfg Engineer – Mfg. Engineering Rotational Development Program (1986 – 1988)
EPH Engineering, Orem, UT (1984 – 1985)
Manufacturing Engineer – Responsible for process development, tool design and plant layout while attending university.
Acker Associates, Simsbury, CT (1981 – 1984)
Tool Designer – Fixture and gauge designer supporting the aerospace industry.
Career Accomplishments Summary
- Expert in business strategy development and deployment including the Danaher Business System.
- Certified Trainer/Facilitator (Allied Signal training) focused on training and facilitating teams based adult learning styles and managing team dynamics.
- Led a “cultural revolution” by successfully implementing a team-based, service oriented style in a “militant” unionized department. Implemented successfully despite severe resistance from the Union Leadership and rank & file.
- Led numerous companies through the Lean Six Sigma process. Typical results include 40% productivity improvement, 50% improvement in quality metrics, inventory turns improved 75%.
- Led the lean transformation of a product line resulting in quality and product flow improvements that reduced the value of overdue deliveries by $500,000 in less than 2 months
- Managed and implemented a $5M turnkey capital equipment project consisting of 3 CNC machines and 100+ operations.
- Rewrote key sections of union contract in preparation for negotiations. Played a key support role during collective bargaining.
Designed and implemented a government funded factory layout based on Group Technology Theory. Successfully coordinated all aspects of moving over 200 machines without interrupting production, on schedule and under budget.
- MBA, University of New Haven, 1991, GPA 3.6/4.0
- BS, Manufacturing Engineering Technology, Brigham Young University, 1986, 3.6/4.0
- AS, Mechanical Engineering Technology, Waterbury State Tech. College, 1981, 3.7/4.0