Innovative Transformations LLC.

Consultant for Long Island Manufacturing Extension Partnership at Stony Brook University.  MEP provides subsidized funding for Nassau and Suffolk county Manufacturers through the Dept of Commerce’s MEP-NIST.  LIMEP assists small to medium-sized manufacturing companies to develop business growth and increase competitiveness through optimization of their manufacturing processes and products, training and workforce development.

Consultant for LIMEP

Helping Connecticut businesses realize their maximum potential via Operations Transformation

Connecticut Manufacturing Ambassador #500

Our mission is to deliver exceptional sustained value to our customers by teaching leaders at all levels how to continuously deliver breakthrough results with strategic kaikaku and innovative breakthrough kaizen.

CEO and Owner

Data Device Corporation

Director Of Operations

Cobham Advanced Electronic Solutions

Sr. Production Manager

United Technologies Aerospace Systems (Formerly Hamilton-Sundstrand)

Implemented mixed model production line for all legacy products, incorporating all of the latest ACE elements.   Achieved and maintained the ACE Silver level for Air Management Systems Operations Business.

Continuous Improvement Manager

MTU AENA

•	Led MTU’s HPC Component Integrated Product Team (CIPT) for the NGPF partner program with Pratt and Whitney.
•	Presented engineering changes to the Systems Integrated Product Team (SIPT) for approval on behalf of the Munich HPC Module Team
•	As an ACE council member and lean transformation expert, led MTU AENA to achieve ACE Gold on August 25, 2010.  Identified the gaps and worked the closure plans.  Revamped the company’s approach to QCPC, Quality Clinic Process Charting to bring them into full compliance with ACE Gold requirements.  Developed and then delivered the advanced training and administrative and software support systems required to achieve gap closure.

NGPF, HPC Deputy CIPT Leader

Goodrich

•	Managed entire shop operations in a union environment for the production of gears, shafts, bearings and valves for hydro-mechanical pump assemblies.  Responsible for a team of 62 employees (4 production supervisors who supervise a total of 50 union employees, 7 manufacturing engineers and one materials manager),  budgeting, delivery, manufacturing engineering, quality control, tooling and other related operations.
•	Main responsibilities included managing customer expectations, delivery performance, overall operating costs and budget, inventory, quality, methods and personnel associated with lean manufacturing.  
•	Utilized strong leadership background in lean, operations and supply management to improve performance in on-time delivery, work order velocity, first pass yield, product cost and to continually drive out waste in order to generate capacity for organic growth.

Director of Manufacturing

Sikorsky Aircraft

Outsourced the S-76 helicopter to Keystone.  Drove a 40+ member team with weekly meetings and aggressive schedule.  Plan was executed flawlessly in 3 months, 3 months ahead of schedule.

Drove the rapid recovery of the main gearbox to support the production build schedule.  Utilized daily support at production meetings and kaizen events in underperforming areas and suppliers to pull all late parts into plan.

Recruited by Goodrich in December 2006 to join their leadership team.

Transformation Manager

Pratt & Whitney

2 year assignment to develop lean leadership at the executive level of the company.  Delivered quarterly report outs to P&W President and his executive team.

Prior to this role, held many different roles at P&W:  Manufacturing Engineer, Tool Designer, Design Engineer, Continuous Improvement Specialist, Supply Chain Specialist and Supply Chain Manager.

High Impact ACE Team Leader

-Are you a manufacturer struggling with meeting delivery promises consistently?

-Do you rely on overtime to catch up when falling behind?

Is missed revenue a recurring issue?

Do you often find yourself altering production plans to prioritize quicker, lower-priority orders to make up for revenue shortfalls?

(Keep reading)

I've been in your shoes, facing these challenges at various companies.

In the past, we would use a mix of overtime and "pull-ins" of lower-priority orders to meet delivery and revenue goals.

However, this approach often led to late deliveries for some customers, early deliveries for others, and supply chain disruptions due to shortened lead times for replacement parts.

Here's the good news:

You can meet both customer and shareholder expectations without constantly modifying production plans, ensuring continuous, sustainable high-level results.

If you're a manufacturer who is…

❌ Frustrated with missing delivery commitments to customers and revenue promises to shareholders.

❌ Exhausted by asking employees to work endless overtime, burning them out in pursuit of sales and revenue targets.

❌ Seeking a more predictable and reliable way to run your production lines that consistently satisfies customers and shareholders.

Then I have a solution that will end your woes once and for all.

Introducing "Zen Sales to Shipments"

By leveraging "Zen Sales to Shipments" for your business, you will:

✅ Eliminate worries about missing commitments to customers and shareholders.

✅ Establish yourself as a reliable market leader, consistently delivering excellent results.

✅ Enhance employee retention by maintaining steady, predictable work hours that don't burn out your team.

Discover everything you need to know in our "Zen Sales to Shipments" system.

Please visit our website to schedule an initial consultation with us, or click on the Zen Bootcamp button on our home page to become a certified operations transformation leader at your company.

www.innovativetransformations.org

Nicole Snurkowski

A.Rao Operations Consulting Services

Helping Clients transform their operational leaders to become professional high performing problem solvers. So they can
-Drive waste reduction, Increase operational stability, while increasing productivity.
-Increase value to your customer, while increasing potential for growth.
-increase you employee's engagement, and effectiveness, while reducing turnover.
-While leading towards success with profit making.

Core Competencies include; Application of Process Design/Analysis, Application of Lean Tools, Design and Implementation of Lean Daily Management Systems, Agile Change Management, Root Cause Analysis, and Coaching/Mentoring Strategies.

Operations and Productivity Consultant

Vaughn Mills Packaging Ltd.

·Managed the day to day operations of a 20,000 sqft facility with 35 employees for a 2-shift operation. Generated production schedules, delegated key employees, assisted in the preparations of operating budgets and human resources functions. Oversaw the Purchasing and Maintenance departments.
·Oversaw the successful installation of 2 new filling and packaging lines. The new equipment increased productivity levels by 70% from previous levels. 
·Improved product quality and delivery targets by 75% and 80% by selecting and installing new filling equipment and processes, and improved existing production lines.

Harris and Partners

·Managed the day to day operations of the production facility, and assisted in the transition to the new owners.
·Successfully oversaw the commissioning of a 20,000 sqft facility from receivership to full operations and production to supplying product to customers within 60 days.

Agent of the Trustee

Various

Various previous experiences

Organizational Performance & Daily Management Consultant

As an Operations and Productivity Consultant at A.Rao Operations Consulting Services, I help clients transform their operational leaders into high-performing problem solvers. With over 7 years of experience in this role, I have developed core competencies in process design/analysis, lean tools, lean daily management systems, agile change management, root cause analysis, and coaching/mentoring strategies.

I have also held leadership roles in operations, such as Director of Operations at Vaughn Mills Packaging Ltd., where I managed a 20,000 sqft facility with 35 employees and oversaw the successful installation of new filling and packaging lines, increasing productivity by 70%. Additionally, I have experience as an Agent of the Trustee at Harris and Partners, where I managed the day-to-day operations of the production facility and assisted in the transition to new ownership. My education background includes a Bachelor's of Technology in Mechanical Engineering from Toronto Metropolitan University.

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Nicole Snurkowski

Angelo Rao

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