TROY A. BOESE

***** **** ***** ******, *******, KS 67209 • acqyhu@r.postjobfree.com • 316-***-****

Management Leader providing guidance and direction for Operations, Engineering and Support Staff through multiple disciplines with over 15 years management experience.

CORE COMPETENCIES

OPERATIONS MANAGEMENT QUOTING PROCESSES FACILITIES PLANNING

BLUEPRINT READING GD&TOLERANCING LIAISON ENGINEERING

LEAN MANUFACTURING CAPX PLANNING BUDGET ANALYSIS

AEROSPACE TOOL DESIGN IRON CASTING PROCESS DU PONT SAFETY SYSTEM

NDT INSPECTION SHOT PEEN FORMING CHEMICAL PROCESSING

AEROSPACE PAINT SYSTEMS COST REDUCTIONS MANAGEMENT DEVELOPMENT

EDUCATION AND TRAINING

BACHELOR OF SCIENCE IN MECHANICAL ENGINEERING (TAC/ ABET Accredited) May 1995

Manufacturing Engineering Technology

Pittsburg State University – Multiple Honor Rolls

MULTIPLE MANAGEMENT SEMINARS 1996 - 2007

Grede Foundries, Inc. – Contracted Mgmt. Training

SHOT PEEN CERTIFICATION 2011

FAA – Level III Shot Peen Certification (Highest Level)

PROFESSIONAL EXPERIENCE

FIGEAC AERO NORTH AMERICA, Wichita, KS (formerly Sonaca NMF America) 2007-Present

Figeac Aero, France purchased Sonaca NMF America Wichita facility in May of 2014. Figeac Aero is a global leader providing complex machined detailed parts and assemblies to the Commercial Aviation market.

Continued role of Director of Engineering & Contracts and served as interim General Manager

SONACA NMF AMERICA, Wichita, KS

Sonaca Wichita has proven itself to be an aviation industry leader in forming and chemical processing of machined aluminum wing skins, spars, frames and extrusions. Wichita Division is a part of the Belgium-based http://www.sonaca.com/Sonaca Group since November, 2003. In addition to peen forming, Sonaca Wichita also offers Liquid Penetrant Inspection, Saturation Shot Peening, Shot Peen Straightening, Anodizing, Chemical Conversion Coating, Aerospace Paint Coating Application and Assembly. Major Customers include: Boeing, Bombardier, Cessna, Embraer, GKN, Gulfstream, Triumph and US Military.

Manufacturing Engineering Manager promoted to Director of Engineering & Contracts

Mentored 4-6 Degreed Engineers to examine CAT Models and Specifications from OEM’s to produce:

Quotations for Processing – NRE and Production Phase

Engineering Masters (planning work orders, PVA’s, consumables, tooling, etc)

Techniques for Shot peen Saturation and Forming

Assembly Planning (for 737 bulkhead and Learjet 85 Leading Edges)

Collaborated with multiple OEM’s on design of wing structure components

Assisted Operations Staff of 40 direct employees to exceed customer demand through Quality and Planning

Planned Facility Improvements and Equipment CAPX Allocation

Developed and Designed Aerospace Tooling and Instructions

Provided and Trained Direct Report Engineering Staff for Engineering Liaison Support

International Travel, AOG Planning and Hands On Repair

CONSULTANT – FERRALOY FOUNDRY, Wichita, Kansas August - November 2007

Performed engineering solutions to all aspects of the business

Improving production by implementing Lean Mfg. (elimination of waste)

Helping to solve safety and housekeeping issues (dust reduction)

Redesigning tooling to improve ease of process and reduce scrap rates.

Suggesting future capital plans to improve profitability.

GREDE FOUNDRIES - INC, Wichita, KS 1995-2007

Wichita division is a 225 employee, automotive and commercial supplier of ductile iron castings. Major customers: Allison, Bosch-Rexroth, Caterpillar, Cummins, Holset, Honda and Toyota N.A.

CORE SUPERINTENDENT – 2005 to 2007 Held both positions simultaneously.

Responsible for 3 direct and 30 indirect reports. The department achieved over 650 days without an OSHA recordable and set the record for any manufacturing department. Utilized my dual role to mentor two Core Supervisors which improved the stability and promoted growth of the department.

CONTINUOUS IMPROVEMENT ENGINEER - – 2005 to 2007 Held both positions simultaneously.

Implemented multiple 5S programs, which improved safety, morale, and reduce employee turnover. Minimized non value added paperwork by utilizing automated Programmable Logic Controllers with the capability to capture process data used to reduce process variation. Led training for the quality and manufacturing of Turbocharger Housings and Exhaust Manifolds. Conducted Scrap Analysis on specific product defects in plant and at our US and European customer facilities. Coached three continuous improvement teams in lean to reduce the in plant scrap from 14% to 8%.

GENERAL FOUNDRY SUPERINTENDENT – 2002 to 2005

Responsible for 6 direct and 50 indirect reports. Created Continuous Improvement Teams using Lean Mfg. principles to improve process flow, workplace organization and visual controls. Quick Change Over programs successfully implemented for Hunter pattern changes and BMD Autopour rod and vessel changes. Conducted training over applicable environmental regulations. Held position of Emergency Evacuation Warden. Reported to the VP of Operations. Budget and P&L Responsibilities.

CLEANING ROOM SUPERINTENDENT – 1999 to 2002

Responsible for 2 direct and 45 indirect reports. Awarded this position with two major objectives from the VP of Operations; eliminate safety hazards and improve work flow. Began driving safety awareness to the shop floor utilizing Du-Pont Safety Program. The department achieved over one year without an OSHA recordable and set the record for any manufacturing department. Improved work flow by utilizing the Lean Manufacturing concepts. This change reduced handling for inspection and grinding which dramatically improved cycle time by eliminating non value added waste.

MOLDING GENERAL SUPERVISOR – 1998 to 1999

Responsible for 3 direct and 30 indirect reports. Developed and trained these individuals to achieve efficiency goals set through the business plan. Also surpassed our quality goals by taking a proactive approach towards foundry loss and scrap.

MOLDING SUPERVISOR – 1996 to 1998

Began leading a group on one shift, promoting team work through positive reinforcement. Responsible for the safety and training of eight direct reports. Became the most productive shift and set the tone for efficiency goals on all three shifts.

MANAGEMENT TRAINEE – 1995 to 1996

Aided department managers, focusing on learning the department’s process. Rotated through the four major departments spending three months in each area. Began responsibilities of managing people.

COMPUTER SKILLS:

Microsoft Office PowerPoint Presentations

Microsoft Excel Spreadsheet Graphing and Analysis

Creation of Procedures through Microsoft Word

CATIA and AUTOCAD

ERP systems; Visual and SAP

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