Gregory J. Moody

813-***-**** acrcj2@r.postjobfree.com http://www.linkedin.com/in/gregoryjmoody

*Program Project Management *Lean Manufacturing *Change Management *Root cause analysis *Program Project Turn Around * Cost-Reduction Strategies *Cross Functional Teaming & Training * P&L management *Cost Estimating

Tandel Systems Production Manager 6/2014-present

Provides leadership and daily direction to the manufacturing team in the areas of plant safety, project planning, and project cost estimating, manufacturing efficiency, GMP’s, quality, and customer service.

Manage all aspects of production in a build to print manufacturing environment ensuring adherence to AS9100 quality standards while maintaining compliance to IPC 610, 620 and J-STD's. Responsible for the creation of all work instructions, layout of the production floor, tooling, management of both hourly and salary personnel involved in any aspect of production.

Managed an accelerated build process delivering three complex test stations for Rockwell Collins with over 10,000 point to point discrete wiring connections each to the customer with zero manufacturing defects in 90 days. Saving the customer six months from their internal build process and for less than half the cost.

Directed the production facility move to a new manufacturing facility doubling the production area and head count to accommodate internal growth for new manufacturing ventures. The move was accomplished and the production area was back in full production in less than 72 hours.

Executed numerous test station builds for diverse customers such as Honeywell, Lockheed Martin

Gopher Resource Production Supervisor 1/2013-3/2014

Provided daily direction to the lead refining team ensuring productivity, quality and safety objectives were all met.

Raytheon NCS Factory Team Leader (Production Supervisor) 4/2007-5/2012

Established and managed an Effective Cross Functional Team of Electrical, Mechanical, Quality and Test engineers, Production Control and Logistics specialists for First Article, First Piece Production on a mobile satellite communications system.

Developed new production lines focused on lean manufacturing techniques, directly responsible for developing, planning and maintaining the production schedules (Gantt charts). Utilized MRP optimization techniques to ensure that material deliveries coincided with line needs (MRP) to minimize inventory, carrying and storage costs.

Generated weekly Pareto analysis and charts on labor and material utilization to include quality workmanship and vendor supplied material quality. I utilized the results as a focal point for implementing cost reduction strategies, and for providing feedback to vendors about supplied materials. By identifying and resolving workmanship, troubleshooting, quality and process issues with the team the production times were cut 25% to 50%.

Managed the satellite subsystem depot refurbishment program. Evaluated and applied lean methodologies to key processes, performed root cause analysis and identified viable solutions. Used team building and training to close training gaps. This eliminated 7 weeks variation in refurbishment time and saved 100 man hours per assembly effectively doubling the production output of the line a cost savings of over $22,000 per month

Utilized change management techniques to develop and implement a strategic plan for the depot repair business. Implemented a Kaizen blitz, Root Cause Analysis and Corrective Action Planning, process improvement techniques were applied to every process. Applied Pareto analysis to quantify measure and develop Cost Reduction Strategies Established baseline troubleshooting and repair processes and increased capabilities of employees by training troubleshooters and repair operators. Productivity increased 72% Sales income increased by 289% Repair turn- around time decreased 25% Test time decreased 32% Profit margin increased 44%, resulting in over $10,000,000 in increased profits

Managed a multimillion dollar repair parts inventory, Eliminated 2 million dollars in carrying costs by reducing inventory content via statistical analysis of usage which also ensured the necessary parts required were on hand.

Management Member of the Employee Safety Committee charged with developing corrective action recommendations following accidents and establishing preventative measures in the cases of near misses. Conducted safety sweeps for PPE, 5S, electrical and chemical safety, machine guarding and adherence to PMS.

Raytheon SAS Integrated Product Team Leader (Project Manager) 6/2004-4/2007

Successfully led the MP-RTIP REX test team from start up through the milestones of Internal Process Technical Review/ Systems Requirement Review (IPTR/SRR), Preliminary Design Review (PDR) and Customer Design Review (CDR). The test integrated product team was formed eight months behind schedule and delivered all hardware and software products on schedule and under budget. The Test product is scalable for use across the entire product line generating 8-12 million dollars in cost savings for each new product in the product line.

Initiated Six Sigma project “Test Specs”, an interactive database I wrote that allows users to enter in test requirements and returns results for in house test equipment that meet or exceeds them. The result is an increased usage of capital equipment, increasing ROIC and a decrease in rental assets required. The four year cost savings was over $7,100,000.00.

Initiated Six Sigma project Low Dollar Asset recovery The project facilitated rapid prototyping, eliminated 6 to 18 week part lead times and provided an on- site rapid prototype build area. Over $500,000 in parts were recovered, inventoried and placed in a search able database. Developmental programs received over $25,000 in recovered parts at no cost in the first month

US NAVY Aviation Electronics Repair Technician (Supervisor/Manager) 5/1984 – 5/2004

USS Peleliu Led the Avionics Repair Division IM-3 through two war time deployments. Active 24/7 my team was able to meet the demands of the flight schedule at all times. Directly supervised 48 Naval and Marine Corps personnel in eight electronics repair shops performing component level troubleshooting, repair and replacement. Responsible for $42 million worth of test and troubleshooting equipment and the morale, welfare, and training of all personnel.

Coordinated and managed three extensive Post Deployment Maintenance Availability periods for the IM-3 division consisting of 25 million dollars in rework and upgrades to the divisions work centers.

Developed a statistical analysis methodology by integrated a Chi Square analysis routine into the quality database and formed teams to study and recommend changes to processes for high probability defects. The predictive analysis resulted in knowing which programs and processes were in danger of failing and allowed resources to be directed to prevent the defects from occurring. The project was adopted by the Navy and Marine Corps and instituted at all commands

Directly responsible for building a functional Technical Directive Program (TDP). This program tracks all changes made to aviation and support equipment. Touted as the model program for tracking changes this program was instituted in all aviation activities in the Navy and Marine Corps.

EMPLOYMENT HISTORY

Production Manager TandelSystems Oldsmar Fl Jul 2014 - present

Production Supervisor Gopher Tampa Fl Jan 2013 – Mar 2014

Integrated Product Team Lead Raytheon Largo Fl Apr 2007 - May 2012

Integrated Product Team Lead Raytheon El Segundo Ca Jul 2004 - Apr2007

Division Supervisor USS Peleliu San Diego CA Feb 2000 - Jul 2004

EDUCATION AND TRAINING

*MBA University of Phoenix 2003 *Raytheon Six Sigma Training

*B.S. Regents University New York 1999 *Dale Carnegie Leadership Training

*A.S. Florida Keys Community College 1992 *Principles of Integrated Product Team Leadership

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