Improving Systems Thinking

⭐Solving a Major Backlog in Incoming Material Release

S

The Incoming Materials Release team had a significant backlog that threatened production schedules.

T

Reduce the backlog and stabilize the process.

A

•         Created a visual management board for priorities and aging.

•         Developed metrics to track planned vs. actual progress.

•         Led daily Tier meetings and coached SMEs through problem resolution.

•         Took on interim leadership during manager absence.

R

•         Resolved 404 problems.

•         Team exceeded release targets by 78 batches.

•         Improved transparency, accountability, and flow of materials.

⭐ Strengthening Safety Culture

S

A vehicle incident revealed gaps in situational awareness and safety culture.

T

Lead the RCA and implement corrective actions to prevent recurrence.

A

•         Conducted a full root cause analysis.

•         Implemented a corrective action plan and reinforced Safe by Choice.

•         Embedded safety metrics into Tier 1 and SWLT meetings.

•         Held monthly safety meetings focused on mindfulness and procedural knowledge.

R

•         No repeat incidents.

•         Improved hazard recognition and reporting across the team.

•         Strengthened safety culture and leadership visibility.

⭐Leading GMP Building Decommissioning

S

After COVID-19 Project ended, GMP facility required full decommissioning and documentation closure.

T

Lead the documentation workstream and ensure compliance with retention policies.

A

•         Completed 38 retirement plans and checklists.

•         Coordinated execution, post‑approval, and archiving.

•         Shipped 260 boxes of records to the MMD Records Center.

R

•         Decommissioning completed on time and fully compliant.

•         Recognized for organization, leadership, and attention to detail.