Fixing the Gaps and Driving Change

The first 90 days were tough, not from uncertainty, but from knowing exactly what was wrong and convincing others to fix it. My KPIs—OTIF, Quality, and Culture—were clear but challenging. OTIF was off, and quality issues were being caught too late. I introduced the Daily Action Center to align everyone, ensuring accountability. We improved maintenance, but spare parts remained a challenge. Looking ahead to 2025, we’re focused on plant stability, higher volumes, and better product care. It’s been a journey, but we’re moving forward.