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

ESL Power Systems, Inc.

Vice President of Global Supply Chain

GCB AutoX

GCB AutoX seeks to be the leader in the growth of the electrical grid and electrical vehicle aftermarket.
We are acquiring "good-class businesses" in the EV and electrical grid aftermarket.
Founder Friendly Acquisitions.

Board Member

Motive Energy 

Head of Global Supply Chain

Janus Electric

Janus Electric breakthrough technology utilizes current electrical infrastructure to create a 100% carbon zero solution for electrifying Class 8 road transport fleet using renewable energy.

How It Works
Janus Electric's revolutionary exchangeable batteries power electric heavy vehicles which are changed in less than 10 minutes at a Janus Electric Charge & Change Station - powered by renewable energy sources like solar or wind.

Janus Electric’s ground-breaking battery technology has been developed by professional engineers and transport operators, who are dedicated to providing transport businesses with a smarter, safer and cleaner alternative, placing Janus Electric at the forefront of the next phase of road transport globally.

Chief Executive Officer

Romeo Power, Inc.

Advanced electrification solutions company specializing in high-energy, modular battery systems for commercial vehicle applications. $500M+ in backlog and 500 employees in US based location.
Accountable for all production management, engineering, program management, facilities, quality, production control, manufacturing engineering, safety, continuous improvement, shipping / receiving, and material planning for the Romeo Power organization, producer of modular battery systems for commercial vehicles.

Chief Operating Officer

UGN, Inc.

Producer of high-quality acoustic, interior trim and thermal management products for Japanese motor vehicle companies such as Honda, Toyota, Nissan, Mazda and Subaru.  
Responsible for managing all aspects of Tier 1 Interior Acoustic Plant Operations with full P&L responsibility.  Managed 250k sqft facility, 300 non-union team members. Production of over 100 product lines and shipments to 10 customer locations.

General Manager

Led a team of 7 Program Managers responsible for the launch of 100 new parts per year across 5 UGN Plants that shipped to 15 customer locations. Through the Strategy Deployment Process, I led an Annual Improvement Project (AIP) to improve the launch process. I improve performance to targets from 74% to 97% at product launch. This included significant updates to the APQP/Gate Review Process.

Director of Program Management

Supplier Development Manager

Navistar Inc

Responsible for managing all aspects of Interior Trim suppliers. Includes APQP and program development through launch, PPAP and daily production issue management. Worked with Navistar daily management to implement procedures and disciplines to enhance supplier development and cost recovery processes.

Ford Motor Company

Responsible for supplier quality for eight programs at various stages of launch. Managed team of five STA engineers in executing supplier management plan for these eight programs. Activities include assessing supplier risk, managing the development of the priority supplier lists, reviewing APQP reports, managing issues during assembly plant builds and reporting status to all levels of management. Negotiated supplier cost recovery for quality issues at vehicle assembly plant. Lead for hiring and training activities.

STA Program Manager

Purchasing Manager for seat components group managing team of six and $900 million annual spend. Developed and managed component strategy globally across all Ford brands as North American lead. Worked with engineering to determine best value chain for seat component buy and implemented strategy.

Purchasing Manager / Senior Buyer

Program launch supplier quality for Expedition/Navigator launch. Covered all new chassis and electrical suppliers.  As commodity supplier quality engineer, covered interior suppliers across all vehicle programs. Awarded STA of the year from Wixom Assembly Plant.

STA Engineer

When I reflect on the impact and influence, I have had in my career, I have had repeated success taking good companies and making them exceptional. This is done through a committed focus on 3 business areas: increasing company profit, improving productivity efficiency and quality, and devising strategies to increase revenue. I might also add the 4th area, being I build committed effective teams, because it is through exceptional teams, come exceptional results.
I would also describe myself as a collaborative member of the executive team accountable for providing exemplary leadership, management, and vision necessary to ensure the company has the proper operational controls, administrative, reporting procedures, and people systems in place. I provide day-to-day leadership and management to develop and implement plans for the operational infrastructure of systems, processes, and talent to ensure financial strength and operating efficiency.

taplio

The Battle

Nicole Snurkowski

Anne Devine

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