Jordan Snyder

• Lead enterprise-level Kaizen events utilizing structured problem-solving (A3, 8D, root cause analysis) to drive sustainable cost reductions and process stabilization
• Deliver measurable cost savings initiatives contributing to corporate labor and fringe targets, generating over $1M in realized savings
• Drive multi-site acquisition integration efforts for AccuFab Raleigh through detailed current-state analysis, gemba studies, waste identification, and value stream mapping to align operations with MBX Lean standards
• Partner with plant leadership and program launch managers to develop scalable manufacturing processes for new DCP product launches
• Drive cultural adoption of Lean principles through implementation of leader standard work, visual management systems, and daily accountability routines
• Facilitate cross-functional CI workshops focused on waste elimination (TIMWOODS), flow optimization, and throughput improvement

• Led DFM/DFA tooling design reviews to improve manufacturability, reduce variation, and increase process capability (Cp/Cpk improvement)
• Collaborated directly with OEM customers to optimize part tolerances and engineering specifications, reducing rework and improving first-pass yield
• Facilitated Kaizen events targeting cycle time reduction, setup reduction (SMED), and bottleneck elimination across press brake and robotic welding operations
• Supported MBX Lean transformation initiatives through deployment of visual factory systems, 5S, and standardized work documentation
• Executed cost savings projects aligned to annual plant CI objectives, ensuring targets were met or exceeded
• Designed and validated packaging systems to improve material flow, reduce handling waste, and optimize logistics while protecting product integrity
• Developed Power BI dashboards integrating production, quality, and labor metrics to identify constraint areas and prioritize continuous improvement efforts
• Served as technical SME for press brake and robotic welding cells, supporting process capability improvements and OEE optimization

• Driving continuous improvement by implementing work procedures that align with strategic

initiatives, including LPAs to identify and rectify progress gaps on the production line, 8D failure

mode and root cause analysis, and lean manufacturing methodologies to take corrective action.

Managed and streamlined production timelines across multiple work centers to ensure adherence to delivery deadlines.

• Reduced PPM by constantly monitoring manufacturing processes, managing priorities, resources, issues risks, and changes, and analyzing and solving

problems across the production timeline.

• Enhancing performance and product delivery by introducing business analytics and reporting

intelligence on safety, quality and productivity that allow leadership and executive teams to

produce ad-hoc and drill-down reports to ensure KPIs are met and exceeded.

• Leading and inspiring a team of up to 80 direct reports by setting clear goals and expectations,

providing guidance to team members, demonstrating hands-on leadership, and encouraging team members to take risks and learn new skills through personal example of exploration, asking questions, and being creative and innovative in forming new-found solutions.

• Mitigating and managing risks by implementing safety team huddles as a shift start up procedure

while ensuring operational compliance with safety rules and regulations.