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Scott Eidson

Continuous Improvement Manager @Regal Rexnord

Huntington, IN, US
MOBILE NUMBERS
+91 *********19

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WORK HISTORY

Mar 2026 — Present

Continuous Improvement Manager @Regal Rexnord

Columbia City, IN, US

EDUCATION

1998 — 2005

Community College of the Air Force

Associate of Science (A.S.), Aerospace Maintenance Technology

2017 — 2018

Cambridge College

Bachelor of Science (BS) , Business Administration and Management, General

2004

Community College of the Air Force

Associate of Science (AS), Instruction of Military Science and Technology

1995 — 1998

Permian High School

High School

SKILLS

ReadinessMaintenanceMaintenanceAnalysisTechnical TrainingPersonnel SupervisionProgram ManagementAir ForceMilitaryMilitary LogisticsContinuous ImprovementPmpInstructor-Led TrainingLeadershipFlight SafetySci ClearanceOperational PlanningSix SigmaDefenseContingency PlanningMilitary OperationsComsecInstructor CertifiedRequirements AnalysisDodInnovation ManagementProcess ImprovementOperations ManagementInformation AssuranceSecurity ClearanceEmergency ManagementOrganizational LeadershipResource ManagementMilitary TrainingMilitary ExperienceTrainingSupervisory SkillsLogistics ManagementProject ManagementForce Protection

ABOUT SCOTT EIDSON

People come to work to do good work. The systems frustrate them.That conviction has driven 20+ years of operational excellence leadership across manufacturing, logistics, defense, and mission-driven organizations. I don\'t just implement Lean tools.I architect cultures where continuous improvement becomes how people naturally work. Where respect for people isn\'t a slogan but how leaders actually lead.I\'m ferociously passionate about building problem-solving cultures; organizations where people show up ready to make things better, where \"we\'ve always done it that way\" gets questioned, and where teams genuinely love delivering their best work for their customers and coworkers.My approach: fix the system, unleash the people. Remove the obstacles (unclear processes, bureaucratic waste, barriers to flow) and you don\'t have to motivate excellence. You get out of the way.The results:$20M+ in documented value creation. 177 change agents developed. Organizations where improvement stopped being \"the Lean guy\'s job\" and became everyone\'s responsibility.from the supervisor who stops the line to solve root causes, to the team that eliminated an entire handoff because someone finally asked \"why?\"My path started with 22 years in the Air Force, learning that sustainable transformation requires equal parts technical rigor and human trust. Lean Six Sigma discipline AND the wisdom to know culture change happens through relationships, not mandates.What I believe:~ Excellence is a system, not an event~ The best ideas come from people doing the work~ Sustainable change builds capability, not dependencyCurrently pursuing transformation leadership roles where I can help build operational excellence cultures that outlast any initiative.embedded in how people think, not just what they do.Let\'s connect if you\'re passionate about building cultures where people love delivering their best work.

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