John E. Rush

**** ** ****, **** ****, Texas *****

acqizw@r.postjobfree.com, 254-***-**** (w), 210-***-**** (m,h)

PROFILE

Well rounded results driven leader with a very broad-base of hands-on leadership experience, solid education, and strong determination for excellence and customer delight. Proven track record of positive results by improvising, adapting, and overcoming to build proficient teams that return solid results in Safety, Quality, Cost, Schedule and compliance performance. LEAN mindset with focus on both the internal and external customer.

Highlights Include

Revenue and Profit Growth: Program Management on high-value program utilizing earned value management, best practices benchmarking, LEAN principles, high-performance work teams, and solid leadership.

LEAN Manufacturing Transformation and Culture Change: Led team of union represented hourly employees to implementation of key LEAN principles exceeding program LMA goal, increasing safety, increasing employee involvement and improved processes.

Customer Satisfaction and delight: Managed the quality management system on a key start-up program meeting and exceeding both program and site quality goals thereby setting a new standard for the benchmark of customer satisfaction. Recognized by Sr. Executive leadership.

Program turnaround and aid: Selected by Boeing Sr. Executive management team assist on a hand selected 4-person Sr. Management team in the aid and assistance to increase customer confidence and get program quality and schedule back on track on a troubled program. Very successful end results.

PROFESSIONAL EXPERIENCE

L-3 Communications – Platform Integration Division 2013 – Present

Director of Quality Assurance, EHS, Compliance & Risk Management

Manage QMS to L3 and customer expectations reporting to the President of L3 Platform Integration. QMS compliant to: AS9100, DCMAI 8210.1C, NAS412, NAS410, ISO 9001:2008, FAR Part 145, and EASA 145 QMS.

Implement closed loop root cause and corrective action system site wide.

Reduce costs of Calibrations laboratory by 34%.

Implement a risk based quality management approach with the primary focus on customer satisfaction, compliance, proactive risk identification and mitigation. Key indicators include Cost of Quality (CoQ), Cost of Rework, Repair and Scrap (CoRRS), Defect Rate (DkHr), and performance to department and site budget.

Implement internal compliance audit program.

GE Aviation, Grand Prairie, Texas 2011 – 2013

Program Manager – Small Commercial Engines, CF-34 Platform

P&L manager for $250m annual revenue program. Utilize lean manufacturing concepts to improve safety, quality, cost and schedule. Aircraft parts logistical manager for various high visibility commercial airlines and private operators. Manage and identify risks and opportunities for the program and site.

Selected Accomplishments

Reduced overall cost and cycle time at GE Strother Field facility by introducing used serviceable material methodology to fill production gaps and keep engine line moving.

Reduce aged inventory by strategically mixing engine material packages with aged inventory parts with customer approval.

The Boeing Company, San Antonio, Texas 2007 – 2011

Program Manager – KC-10 CLS Propulsion Systems

P&L manager for $175m annual revenue U.S. Government KC-10 aircraft jet engine program. Continuously identify opportunities for improvement in key areas for program success.

Selected Accomplishments

Maintained a 100% on-time rate with zero defects on all propulsion deliveries to the customer in FY 2009

Implemented LEAN manufacturing concepts at subcontractor facility reducing average cycle time by 15%

After taking over program, increased customer confidence and relationships as reflected in most recent CPAR score from Green to BLUE rating

Increased revenues by 25% in FY 2009 by meeting last minute customer requests to extinguish budget surplus.

Discovered a major financial billing error saving the customer over $9.2M thereby increasing available budget for additional aircraft engine inductions for FY 08', increasing company revenue by $11M.

The Boeing Company, Seattle, Washington 2007

Operations Support Manager – F-22 “Raptor”

Operations support manager with full responsibility, accountability and authority for identifying and complete project follow-through of LEAN manufacturing principles in the areas of factory organization, 5S, and employee involvement.

NOTE: This position held after nomination by Boeing Leadership to the Boeing IDS Operations Management Rotation Program, a high-potential employee development program.

Selected Accomplishments

Working directly with high performance employee teams on the factory floor and management personnel, developed tooling and parts stands with outside contractor bringing all parts, tools and materials to within 5 steps of the work being performed by the employees at selected stations throughout the F-22 factory floor.

Implemented KanBan system for visual efficiency and turn-time support improvement with operations support as key driver.

Increased employee involvement participation by approximately 10%.

Reduced employee injuries related to slips, trips and falls by approximately 5%

Exceeded the program LMA section 2 goal of 3.2 with a score of 3.6 in CY 2007

The Boeing Company, San Antonio, Texas 2004 - 2007

Quality Assurance Manager – C-130 Avionics Modernization Program

Quality assurance manager and change agent with full responsibility for the Quality Management System on the Boeing Company's C-130 Avionics Modernization Program.

Selected Accomplishments

Received an outstanding rating of only 3 minor discrepancies after a 13 month modification to the first C-130 AMP aircraft modified by the flight test pilots during the prototype phase of the program.

The Boeing Company, San Antonio, Texas 1998 - 2004

Quality Assurance Specialist – Various Programs

Led team of 8 - 10 aircraft configuration and records specialists responsible for update of all aircraft records and configuration statusing during and after maintenance and modification activities.

Selected Accomplishments

Selected by Boeing executive management team in the aid of a troubled program at another Boeing site.

Selected by Director of Quality Assurance to take part in EQI (early quality involvement) assessment and development of new software system aimed at eliminating all hard aircraft maintenance paperwork and tying all maintenance processes together electronically.

EARLY CARREER

Lockheed-Martin, TF-39 Jet Aircraft Engine Mechanic, C-5A aircraft, (1996 - 1998),

Rush Towing Company, Owner and Operator, (1994 - 1996)

The United States Marine Corps, F/A-18 Aircraft Plane Captain and Intermediate level F404-GE-400 / -402 Jet Engine Mechanic, (1989 - 1994)

EDUCATION – LICENCES – CERTIFICATIONS

Master of Science – The National Graduate School – Falmouth, Massachusetts

Business Management – Quality Systems Management

Bachelor of Science – Embry-Riddle Aeronautical University – Daytona Beach, FL, San Antonio, TX

Aeronautical Science - Professional Aeronautics, (Minor Aviation Safety)

Masters Certificate – Villanova University – Project Management

Executive Certificate – The University of Notre Dame – Leadership and Management

Program Managers Workshop – The Boeing Company, Program Management

Leadership Development and mentoring – The Boeing Company

Federal Aviation Administration – Powerplants Licensed

INACTIVE - United States Government SECRET Security Clearance

SPECIAL INTERESTS – COMMUNITY INVOLVMENT

Hunting Camping

Fishing Youth baseball coach

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