Andrew Orsini

Responsible for leading a team to drive strategic alignment & visibility, lead improvements and resolve advanced technical issues to drive innovation across a multi-product line campus with over 1000 employees. •Partnered with Site VP and Product Line Directors to develop site strategy, implement strategic scorecard, and align the campus to strategic goals •Lead the strategy process across all product lines, including setting up the structure for continued monitoring of progress and problem-solving methodology to achieve strategic goals •Leading a combined team of Continuous Improvement, Data Analytics and Business Process professionals to drive improvements across the product lines. Responsible for evaluating, prioritizing and communicating improvement strategy. •Responsible for coaching site leadership team on improvement methodology through shop floor management and coaching routines •Optimized Business Excellence team through cross training and coaching. Ensure development of the team to support ongoing business needs. Partnered professionals across team with Lean, Business Process (SAP/ERP) and Analytics experience to drive automation, thus removing nonvalue added work throughout the campus.

Reporting to the VP of Operations, responsible for managing a team of Operational Excellence Professionals, Data Scientists and Business Process Specialists to drive improvements within three product lines within the Charlotte Manufacturing Campus.

Responsible for aligning plant strategy, lean and continuous improvement efforts across Steam Turbine, Gas Turbine and Hot Gas manufacturing plants to increase efficiencies and utilization, while reducing costs within manufacturing operations and business support functions. •Responsible for strategic alignment process with plant management and leading continuous improvement strategy process across three business units to meet business KPIs •Managed and directed team of three Continuous Improvement / Lean Professionals to meet project objectives and sustain improvements for the business •Coached, trained and managed manufacturing improvement team, consisting of four hourly workers, to act as change agents on the manufacturing floor – resulting in $160k / yr savings •Worked with management staff and at all levels within Order Management, Purchasing, Engineering, Manufacturing, Tech Services, Quality and Transportation and logistics to develop and maintain tiered Operational Management Process to drive transparency, ownership/accountability culture and create structure for quick problem resolution •Utilized lean and project management tools to support organization in manufacturing footprint consolidation across three sites; including mapping and deriving end to end processes and developing weekly management process •Coached and trained professionals and hourly on projects utilizing the application of lean and continuous improvement tools – $850K/yr savings •Consolidated / improved efficiency of improvement projects by aligning with CoC management to drive quicker project turn around – reduced stagnant projects and improved accuracy of project status within PRIME management tool

Drive improvement efforts across both domestic and international manufacturing sites and across various engineering organizations. Typical projects focused on cost reduction, lean engineering, and safety and quality improvements. Key project highlights detailed below: Project Management - WETCANS (Windsor Equipment to Columbia and New Stanton) •Responsible for the transfer of manufacturing and quality process processes, for three product lines, in compliance with NQA-1. •Responsible for establishing Quality Program, at New Stanton Components Facility, in compliance with the Westinghouse Quality Management System. Resulted in on time production startup with no internal or external audit findings per NQA-1 •Managed relationships with foreign customers (Västerås, Sweden and German authority) Cost of Poor Quality Reduction Projects •Led Kaizen in Columbia Fuel Fabrication Facility Rod Area to lead the way in visual management for identification of Cost of Poor Quality. •Led DMAIC project to benchmark best practices for Fuel Rod handling across two domestic manufacturing sites. Defined common causes of process breakdowns which increase the risk for manufacturing damage. Instituted action plan to control top level causes. •Established and led team at Blairsville Specialty Metals Plant focused on reducing scrap and rework costs using both statistical analysis and a practical problem solving approach resulting in $500k savings. Continuous Improvement •Automated manufacturing data analysis to reduce manufacturing engineering effort by 90% •Mentored and trained engineers in both the DMAIC process and Statistical analysis across multiple manufacturing sites •Performed internal quality audit to NQA-1, 10CFR50 Appendix B and Westinghouse Quality Manufacturing System (QMS) at various manufacturing sites including Columbia, SC and Västerås, Sweden. •Conducted value stream mapping analysis to identify projects to reduce lead time and improve area capacity by 20%

Continuous improvement of business processes and products using Six Sigma, Lean Manufacturing, Human Performance, and Behavioral Differentiation tools. Responsible for leading, facilitating and managing strategic and continuous improvement projects as dictated by Westinghouse strategic goals and objectives

Worked on multi-functional teams as manufacturing representatives for new product development. Led the implementation of new product and processes onto the manufacturing floor. Supported manufacturing during the first region of product launch.

Process engineer for machine shop and laser welding areas. Qualified and developed new products. Responsible for process improvements. Participated in customer and internal audits.

• Managed facilities piping upgrade project for silicone manufacturing process line • Assisted in facility upgrade including developing schedules and scope of work • Hired contractors based on competitive bidding • Maintained project documentation records to meet quality retention requirements

Updated current and implemented new plant procedures based on best practice Tested and qualified of new automated cell line