Experience

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  General motors

  Mar 1999 - Jul 2013

  I was promoted to work at the 2M sq. ft. assembly plant in Lake Orion, MI, to identify and complete system improvements while managing and maintaining error-proofing systems and automation. I was the final authority for approval of any network changes on the plant floor.Working through our network systems, I was able to impact throughput in the tire assembly process, increasing it from 40 jobs-per-hour to 45. I also increased first-time build quality from 91% to 98%, and eliminated badging errors that had previously averaged 5 per day by installing a vision error-proofing system. In addition, I adjusted the automated sorting technologies, which solved previous process bottlenecks as vehicles came out of the paint bank. Show less In 2009, GM experienced massive layoffs, bankruptcy, and the impact of the recession on vehicle sales. The Pontiac assembly plant where I worked in the previous role was closed. Despite all of this, I was retained and transferred into this role, managing 2 employees on site and remotely managing 2 in Ohio. Together, we worked on the removal of stamping presses and data acquisition systems from plants that were closing, and I directed press line installation for the 4 remaining plants.In the midst of these changes, I created the logic and interface that improved the helper request system used by equipment operators. This increased operational efficiency while also tracking the time lapse from request to resolution, which had not been monitored before. Show less I was promoted to establish and oversee throughput improvements at the Pontiac assembly plant, a 3M sq. ft. facility. My focus was on monitoring error-proofing production in an environment that contained over 1M combinations of parts and processes for building a vehicle. When we had system deployment projects, I managed groups of contract engineers.In this role, I had the opportunity to serve as the head technical logic lead on the design of the system that retrieved data and provided the body shop reduction floor with building trend data in real-time. This system received a GM exclusive patent. I also reduced assembly errors from 10 per day down to zero, improved quality from 92% to 98%, and eliminated assembly crew overtime, all by analyzing processes and improving the alignment of our network systems to the work and automation on the production floor.As a result of quality improvements, this plant received 3 consecutive annual JD Powers awards for quality. Show less I was originally recruited to work from the central office in Warren, Michigan, within the Conveyor Controls, Robotic, and Welding Group (CCRW) and in the Innovative Solutions & Support (IS&S) department. I led groups of contract engineers when there were system deployment projects, and I was the lead engineer for the Pontiac East plant. I moved around to other plants when they needed network connectivity or troubleshooting. Usually, I was managing multiple plant projects simultaneously, and I was also selected to oversee network projects at 5 facilities in New Jersey, Michigan and Canada. Show less

  • Senior Controls Engineer - Lake Orion Asembly

    Mar 2011 - Jul 2013

  • Sr. Project Engineer - Stamping Systems

    Aug 2009 - Mar 2011

  • Sr. Systems & Controls Engineer

    Mar 2001 - Aug 2009

  • Project Engineer, CCRW / IS&S – Plant Floor Systems

    Mar 1999 - Mar 2001
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  Fca fiat chrysler automobiles

  Aug 2013 - Dec 2019

  Network specialist

  I was recruited to integrate networks and identify and resolve network issues at Fiat Chrysler’s 12 plants each time they were overhauled for the assembly of a different product. I had to make sure the network design was robust enough to adjust for the full range of processing equipment involved in vehicle manufacturing.I was able to cut the time and increase the efficiency of new system deployment by working with vendors and IT personnel on the design of a new Ethernet corporate process network. I successfully launched new Ethernet IP architecture in 2 assembly plants, completing both before the deadline. By identifying other potential process improvements, we met job-per-hour goals at a newly established plant, improved uptime and throughput, and established a system to deliver control specifications in real time, which cut expenses and reworking. Show less

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  Stellantis

  Dec 2019 - now

  Supervisor of network specialists

  I was promoted into this role to focus on establishing greater industry security, developing the security strategy for the industrial control systems so that operations and uptime are consistently maintained. In addition, I still manage process-level networks for FCA’s 12 North American vehicle assembly plants as I did in my previous role.By analyzing and optimizing our Andon system, which plant workers can use to notify management of any processing or quality problems, I was able to increase our first-time quality throughput by 9%. After this success, I led a cross-functional team to redesign and implement new Andon strategies across all North American locations.When new vehicle models are developed, plants often need to be retrofitted with equipment and systems that can meet the new production specifications. These project launches need to be completed quickly but with accuracy, since this is expensive downtime for the plant. I established project management roadmaps that included daily meetings for the control leads. By reducing communication issues which previously resulted in confusion and delays, we reduced our project launch times significantly. Show less