Customer Service Management

DUANE A. MILLS

Page * of * E-mail: ablmhc@r.postjobfree.com

Summary

1

DUANE A. MILLS

**** ******** ****** *****: 614-***-****

New Albany, OH 43054 Mobile: 614-***-****

http://www.megajobsites.com/11105429 E-mail: ablmhc@r.postjobfree.com

Team-builder with strategic aptitude and 24 years of professional experience; 10+ years leading groups with

250-550 people; resource management expertise sharpened as Air Force officer responsible for aviation

management, aircraft component repair, logistics, industrial operations and budgets up to $170 million;

customer service and supplier performance management skills broadened as general manager for commercial

companies, responsible for resources, technicians, customer relationships, and financials up to $4.4 million.

Areas of Expertise

• Operations / Maintenance / ISO9001 / AS9100 / Production / Engineering / Facilities

• Lean/ Six Sigma / Process Improvement / Project Management / Aviation Management

• Supply Chain Logistics / Contract Administration /Supplier Management/ Foreign Military Sales

• Customer Service / Communications / Public Speaking/ Training / Mentoring/ Union Labor

Education

2003 – 2007 Post-Graduate studies, Modern European History, University of Utah

1994 M.A. International Relations, Boston University

1986 B.S. Mechanical Engineering, Michigan Technological University

1999 Defense Institute of Security Assistance Management (foreign military sales training)

1998 Air Command and Staff College (Air Force leadership and management education)

Functional Qualifications

• Operations Management (12 years) – chief of aircraft maintenance, 220 to 550 technicians, E-3 AWACS

and F-16CJ fighter aircraft, responsible for production, maintenance, fleet management, quality,

technician proficiency, and worldwide deployments; deputy director for repair and overhaul of aircraft

components in ISO 9001/AS 9100 environment, responsible for 375 technicians and specialists and a business

unit with $90 million annual revenues; general manager for material handling and commercial real estate

industries, responsible for annual operating budgets up to $4.4 million.

• Engineering Management (5 years) – deputy director for engineering, responsible for 33 facilities and

65 engineers/technicians; developed strategy elements for lean/six sigma process improvement,

encompassing capital investment, production, and technology; staff officer responsible for Euro-

Canadian repair activities and policy in support of 18 NATO E-3 aircraft.

• Program Management (4 years) – commanded a logistics support organization, responsible for 103

aircraft engines valued at $400 million and administered an annual $2.2 million operations and

maintenance budget; staff officer responsible for source of repair activations, industrial benefits, and

offsets under a $500 million contract; joint staff officer advising the Royal Saudi Air Force on

acquisition/sustainment of munitions and support for the F-15S aircraft.

• Supply Chain Management (2 years) – supervised 19-person team responsible for avionics, structural,

and mechanical components for more than 2000 aircraft; managed $170 million annual repair budget.

DUANE A. MILLS

Page 3 of 4 E-mail: ablmhc@r.postjobfree.com

Professional Experience

2006-Present Various Commercial Positions, Columbus, Ohio

Aetna: Responsible for assisting healthcare providers with benefits, eligibility, and claims issues for Aetna member

policies and for resolving network issues; completed Aetna’s Six Sigma “yellow belt” certification, June 2009.

EV Bishoff: General Manager responsible for $4.4 million annual financials supporting nine commercial facilities

in Columbus and Cleveland; led 9 direct reports, managed customer service, implemented work order system, and

improved supplier performance; recommendations on utilities yielded a $100,000 cost avoidance.

Raymond Storage Concepts: General Manager responsible for $1.2 million annual financials and improvements to

efficiency/profitability; led 20 technicians, parts specialists, and sales representatives; responsible for 1500 electric

forklifts across Ohio/West Virginia; increased profitability by 140 percent within 12 months by resolving issues

with technician efficiency; revised scheduling and improved scheduled maintenance timely completion rates 18

percent.

2005-2006 Staff Officer, Business Development, Air Force, Salt Lake City, Utah

Sourced business opportunities for a 7700-person organization, the 309 th Maintenance Wing, with $1.4 billion annual

revenue and led strategy development efforts that focused on aircraft component repair and overhaul.

• Drafted business strategy that highlighted problems/recommendations for knowledge management, engineering,

and capital investment; proposed a Business Council to coordinate workload efforts.

• Spearheaded charter and administration for the first executive-level Process Improvement Council; created tool to

prioritize requirements for $2.7 million in annual process improvement funding.

• Part of three-person Air Force Material Command team investigating thermal spray production processes at

Oklahoma City Air Logistics Center; recommendations improved safety and process efficiency.

• Analyzed repair forecast data from FY2006-2009; presented to senior leaders an assessment approach that

identified 35 workloads and $48 million in additional revenue opportunities for repair/production facilities.

2004-2005 Deputy Director, Secondary Power Systems, Air Force, Salt Lake City, Utah

Led 375 technicians/specialists (union labor) for the 309 th Commodities Group; managed sixteen industrial repair

processes for the repair and overhaul of aircraft components, over 125 end items; ISO 9001/AS 9100 industrial

environment with an annual business revenue valued at $90 million.

• Identified environmental deficiencies and quality problems with bearing overhaul; led team to secure $750,000

capital investment, relocate operation, and revise procedures without interruption to production.

• Reduced gas turbine engine overhaul lead times from 178 to 100 days and decreased backlog by 80 percent.

• Reduced lead times for F-15 gearbox overhaul by 67 percent with a cost avoidance of $17 million.

• Reduced total production backorders from 1091 to 599, machine tool backlog from 3200 units to 1900.

2002-2004 Deputy Director, Engineering, 309th Commodities Group, Air Force, Salt Lake City, Utah

Supervised 65 engineers and technicians in support of a 1700-person organization with 33 facilities and three major

business units generating over $300 million in annual revenue: landing gear, secondary power, and hydraulics systems

– all primarily supporting the F-16, A-10, and C-130 aircraft.

• Authored performance specifications for $4 million lean/six sigma process improvement consultant contract;

trained and served as quality assurance representative responsible for contract performance.

• Realized $11 million cost avoidance in the aircraft brake repair process that reduced overhaul lead times from 46

to less than 12 days with less than a $50,000 investment; 600 technicians trained in lean principles.

• Coordinated program management efforts to improve metals addition processes and augment chrome plating

capability with a high-velocity oxygen fuel (HVOF) capability, a $17 million capital investment.

• Developed requirements processes to prioritize a $35 million facilities and equipment budget; monitored resource

allocations and managed engineering/team progress for 60+ process improvement projects, a $21 million budget.

3

DUANE A. MILLS

Page 4 of 4 E-mail: ablmhc@r.postjobfree.com

2000-2002 Commander, 52nd Logistics Support Squadron (LSS), Spangdahlem, Germany

Served as the 22nd Fighter Squadron Maintenance Officer and led 220 aircraft maintenance technicians supporting 21

F-16CJ aircraft; commanded 52nd LSS and led 35 technician-instructors supporting training for 2000-person group;

managed 103 aircraft engines valued at $400 million and provided oversight for the 52 nd Logistics Group’s $2.2

million operations & maintenance budget.

• Drafted/presented a three-hour technical training overview for 30 Romanian officers, Bucharest, Romania.

• Represented the 52nd Fighter Wing during the 2001 Air Force Chief of Staff Logistics Review, an eight-month

effort to re-write Air Force policy/procedures for aircraft maintenance management and evaluate results.

1999-2000 Deputy Director, International Logistics, Riyadh, Saudi Arabia

Staff officer, US Military Training Mission, Central Command; responsible for advising senior Royal Saudi Air Force

(RSAF) officers on foreign military sales policy for key sustainment/acquisition issues; $35 billion security assistance

program for the Kingdom of Saudi Arabia; responsible for Advanced Medium Range Air-to-Air Missile (AMRAAM)

and GBU-24 laser-guided bombs and support issues for 72 F-15 aircraft; coordinated with Office of the Secretary of

the Air Force for International Affairs (SAF/IA), elements of US Embassy, and various Air Force agencies.

• Provided training resources for 90 RSAF technicians on mobile ammunition conveyor systems.

• Developed munitions requirements/prioritization process; RSAF Munitions Directorate adopted in 2000.

• Surveyed F-15 support capabilities across three RSAF bases; integrated into Central Command planning.

1997-1999 Chief, F-16 Supply Chain Requirements and Analysis Branch, Salt Lake City, Utah

Supervised a 19-person team while assigned to F-16 System Program Office (SPO); supported supply chain

requirements for more than 40 percent of F-16 avionics, structural, and mechanical components to meet needs at 85

operations locations; co-chaired the supply management activity group (SMAG).

• Led sustainment battle staff teams during the Air Logistics Center’s Operational Readiness Inspection; earned a

rating of Excellent in the Wartime Material Support category for the F-16.

• Managed priorities for $170 million repair budget and secured best value for contract repair workloads; monitored

2000 F-16 aircraft, increased fleet availability 80 percent, reduced repair backlog from 12,000 to 4000 end items.

• Ensured F-16 issues were raised to senior Air Force leaders; briefed the Air Force Chief of Staff resulting in a

$20.5 million increase in obligation authority that recapitalized a key revolving fund for future years.

1994-1997 F-16 Aircraft Maintenance Officer, 35th Fighter Wing, Misawa, Japan

Responsible for aircraft maintenance/sortie production while leading 220 technicians supporting 21 F-16CJ fighter

aircraft; led deployments throughout the Pacific, Southwest Asia; appointed Maintenance Supervisor (35 th Maintenance

Squadron), responsible for 550 technicians, 180 aircraft engines, 60 facilities, and $4 million operations budget.

1991-1994 E-3 Staff Officer, Logistics Plans and Programs, Mons, Belgium

Assigned to the North Atlantic Treaty Organization (NATO) supporting 18 E-3 Airborne Early Warning aircraft and

responsible for component repair policy, balancing industrial benefits, recommending offsets, and Euro-Canadian

repair activations under a $500 million contract; established new sources of repair for components in Denmark and

Turkey.

1986-1991 E-3 Aircraft Maintenance Officer, 552nd AWAC Wing, Oklahoma City, Oklahoma

Commissioned in May 1986; assigned to the 552 nd Airborne Warning and Control (AWAC) Wing responsible for 75

avionics technicians; from 1988-1991, responsible for 215 technicians supporting ten E-3 AWAC aircraft engaged in

global support missions, such as counter-narcotics in the Caribbean and Operations Desert Shield/Storm (1990-1991).

4

Contact this candidate