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

Rolls-Royce

Head of Operations 

ITT Enidine

Operations Director, Site Lead

MB Aerospace

General Manager - Sterling Heights

General Manager

United Technologies

Quality, Cost, Delivery Assurance, Aerospace Electronics, Boeing 787.

Operations Manager

Responsible for all aspects of developing a new OEM facility (50% ownership JV) located in Nanjing, PRC.

Direct Quality Policy and Personnel across 7 OEM manufacturing sites in the US and Singapore.

Quality Authority, Aerospace Mechanical Operations

Responsible for directing all Quality Assurance, Internal Audit, Technical Records, Supplier Quality, Training and Continuous Improvement activities in a 900 person, $840 M annual revenue Jet Engine Overhaul and Repair facility.

Site Quality Assurance, ACE Manager

Responsible for all aspects of facilities and utilities in a 6.5 Million Square foot campus consisting of a diverse customer base including engineering, administrative and manufacturing customer groups.

Manager, Facilities and Services

Valeo Engine Cooling

Quality Assurance activities in a 700 person, $400 M annual revenue automotive component manufacturing facility.

Site Quality Assurance Manager

Visteon Automotive Systems

Responsible for $540 million in annual electronics parts revenue shipped in from 11 different Electronics assembly plants across the US and Mexico into 2 different regional automotive assembly plants.

Supply Chain Regional Quality Manager

Responsible for coordinating a three-shift operation in support of the PCM-150 electronic engine control module.

Operations Supervisor

Solid State Equipment Corporation

Responsible for manufacturing $40 M annual, highly customized semiconductor process equipment.  
•	Designed assembly procedures for complex subassemblies, reducing cycle time, rework and total labor applied.  
•	Established ISO Compliant manufacturing processes that directly resulted in $1.7 million in new business.

Manufacturing Manager

Submicron Systems, Inc

Responsible for manufacturing and installing semiconductor wet process equipment worldwide.   Managed 150 hourly employees and 5 salary direct reports in a non-union environment.  $100 M annual revenue.

Manager, Manufacturing and Worldwide Installation

Lean Management Systems professional specializing in developing people, systems, processes, and strategies that deliver product on time, below cost, with zero defects, in an environment of regulatory compliance.

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The Battle

Nicole Snurkowski

Cloyd Tavenner

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