Donaldson Vilme

Ensures global implementation of CI in both the Natick, MA and Cork, Ireland facilities. Engages cross-functionally across the organization to drive rapid improvement in key transactional and operational areas using Lean Six Sigma tools and Shainin Red X. Develop, define, and influence key operational value streams. Leveraged continuous process improvement tools to eliminate waste from new product introduction processes and global distribution centers. Key Accomplishments: Manages the process and in-take of an idea funnel (~450 ideas annually) around wasteful activities submitted by employees across the entire company, requiring engagement with C-suite level executives to obtain and provide recommendations for implementation on a monthly cadence Utilize the Hoshin Kanri process to develop both short-term and 3-year operational goals and metrics that are guided by inputs from all levels of the organization to allow for specific data points to make data driven decisions and improvements Partners with Project Managers to identify and record cost-savings initiatives; partner with Finance to validate actual vs. estimated savings; met savings goal in 2019 and exceeded stretch goal by 10-43% in 2020 and 2021 by means of leveraging Lean Six Sigma or Shainin Red X methodologies to solve highly complex technical issues Leads groups and engages with ~100 colleagues globally (mainly Ireland, Asia, Mexico and the United States) which requires cross-cultural communication as well as flexibility and awareness of time zones Manages competing priorities and multiple initiatives, which range from training the workforce to managing a facility relocation Manages a major distribution center relocation requiring cross-functional collaboration while managing competing priorities and additional responsibilities

Fostering lean initiatives and core values through training with active participation from all levels of the organization. Responsible for building and maintaining a culture of continuous improvement through the implementation of lean tools. Perform the evaluation of current state, design of future state and implement best in class lean processes to improve overall productivity. Key Accomplishments: Created a Lean Counsel with members across Novanta operation companies to establish standards for Novanta Business Systems which include 5S, Problem Solving, 5 Why’s and Standard Work Created/Updated Value Stream Mapping for all production lines with a strategic Continuous Improvement Plan/Lean Roadmap in line with the company’s initiatives As a result of Value Stream Maps, implemented and sustained 2-bin kanban for all non-inventory items to address stockouts and expired materials; successfully reduced material shortages by 82% Implemented 6S across 60% of assembly cells with full sustainment Implemented daily management boards that focus on Safety, Delivery, Cost, Inventory, Productivity with a targeted approach on Key Performance Indicators

Led coordination and execution of major projects aimed at improving safety, quality, delivery, productivity, and labor/costs expenses. Capitalized on company business tools to establish Standard Work and 5S principles. Certified Master Black Belt in Variation Reduction Kaizen (VRK) Certified DBS facilitator (comparable to Six Sigma certifications). Key Accomplishments: Defined and directed critical cost savings for our customer through setting clear project goals, objectives, critical success factors, milestones, and risks associated with a raw material change resulting in savings of $3.5M Identified and eliminated waste of offline packaging preparation by relocating material and packaging equipment to point of use, allows for single piece flow and an increase in floor space Spearheaded implementation of Overall Equipment Efficiency (OEE) software to output the automated assembly machine availability, quality, and performance to satisfy customer increase in demand Drove continuous process improvement of automated assembly equipment improving efficiency from 48% to 83% during role as Team Leader for a Variance Reduction Kaizen Increased First Pass Yield from 93% to 98% following analysis of raw data, formulation of root cause, and evaluation of risk with automation assembly for high performance Jake Brake in fast paced high volume department

Led integration of DNC data management for efficient data transfer across various CNC machinery. Championed process validation plans and reports for new and revised processes, software, and hardware in alignment with ISO 13485,QSR and GMP regulations. Processed all phases of engineering document change orders, NCMR, and CAPA activities from originator to final approvals. Coordinated and facilitated training for operators on production processes, and created and revised related work instructions. Key Accomplishments: Optimized CNC programming resulting in decreased run time and an 18% increase in daily throughput Critical collaborator in implementing and evaluating 5S and Lean Manufacturing optimizations via monthly site Gemba walkthroughs

Leveraged previous experience to design patient-specific knee implant instrumentations used by surgeons for partial and total knee replacements for individuals with osteoarthritis. Collaborated with Manufacturing department in developing CNC programming for manufacturing of patient-specific tibial trays using MasterCam CNC software. Drove recruitment and training for incoming students and full-time CAD Engineers regarding design process of patient-specific knee implant instrumentation. Key Accomplishments: Reduced manual processes by designing library features that increased production efficiency Improved surgical plan design time 30% while simultaneously increasing design and peer review efficiency for iTotal surgical instrumentation production Key collaborator in successful launch of iUni G2 and the iTotal 2.0 partial and total knee replacement brands, providing critical feedback and data via design and process validations

Designed patient-specific surgical instruments used in partial and total knee replacements. Cross-functional collaboration regarding document change orders, work instructions, and patient-specific record keeping. Key Accomplishments: Ensured maximum efficiency and accuracy in instrument design by capitalizing on skills with SolidWorks Delivered top-caliber quality through regular improvements stretching across department accountabilities Enhanced productivity and supplied additional aid in design of patient-specific knee implants and surgical instrumentation through critical department software validations