EDUCATION: University of Washington – Seattle, Washington

B.S. Industrial Engineering, June 1987

BOEING

EDUCATION: Nominated for Women of Achievement (Amelia Earheart Society) October 2001

Passed Pre-Management Assessment Program November 2000

ANSYS – Finite Element Analysis June 1998

Advanced Problem Solving September 1994

Leadership Through People Skills I June 1994

Advanced Statistical Process Control February 1993

Effective Communication for Leads March 1992

Project Planning & Controls March 1992

Quality Improvement Team Leader May 1992

Management Development /Pre Management March 1991

GOALS: To obtain a position with a challenging environment that offers professional growth and stability, to expand my experience and technical training to include Lean & Six Sigma Principles as applied to Process Improvements.

WORK

EXPERIENCE:

9/09 – Present The Virtual Touch Inc – Summerville, South Carolina

Co-Owner / Web Designer – Responsibilities

Managed our Internet Businesses which includes the purchasing and maintaining inventory of all items displayed within our 2 websites (www.thevirtualtouch.com and www.dagicci.com ). Physically reorganized our Internet Warehouse Workshop. This included the purchasing of new work stands and bins for all types of inventory. Streamlined operating processes for Order Completes, Backorders and International shipments. Maintained The Virtual Touch Website which includes adding new items and removing items we no longer carry. This requires taking pictures, cropping them, and adding them to the appropriate categories. Created and Designed a second website ( www.dagicci.com ) to split inventory between readymade jewelry and components to make your own jewelry. Redesigned the layout of the Virtual Touch ( www.thevirtualtouch.com ) website to make it more user friendly to the buyers.

9/06 – 9/09 Global Aeronautica (Now Boeing) – North Charleston, S.C.

Senior Lead Industrial Engineer – Responsibilities:

Manage the day to day evolving task assignments within the IE Shop floor team as well as the weekend rotation assignments. Formalize the standardization of production metrics (bar charts, scorecards, burn downs, status) to assist in the management of maintaining production schedules across all work cells. Also assist in the development of improved production metrics (costs and flow reduction) to enable the production team to meet future rates. Mentor the shop floor IE’s with the use of new tools and processes (SAP, Delmia, ETAC, CN’s on bar charts, etc) to further enable them to provide process improvement opportunities.

Participate / Lead cross functional teams (Day one process, Termination processes, GA / Boeing Integration Support, Change Board Workshop and IP Naming Workshop) to aid in improving processes that involve Industrial Engineering.

Develop IE processes that are standardized and motivates the IE team to keep in touch with the ever changing requirements from production to provide metrics to help manage the shop floor (turnover reports, job delay sheets, bar chart burn downs, job delay stop light, status reports, score cards, recovery plans etc.). Define the IE processes required to support the implementation of our business systems (Delmia, SAP & MES) that would include the managing the cost for production at both the shop floor level and a cost center level, cost of rework, cost of Engineering Changes as well as the schedules required to support our customer requirements.

9/06 – 9/09 Cont. Global Aeronautica (Now Boeing) – North Charleston, S.C.

Senior Lead Industrial Engineer – Responsibilities:

Manage the movement of IE personnel assignments as production requirements change (activation of new cells, mfg areas within a cell breakouts, weekend rotation and shift support). Ensure the IE’s have the tools required to develop shop floor plans required to support customer ship dates (obtaining of schedule editor for the creation of bar charts, upgraded computers to evaluate engineering designs to ensure efficiencies are obtained, Electronic performance boards to help provide shop floor visibility required to manage day to day plans, etc.). Hire an IE staff that will fulfill the needs to evaluate production costs, reduction of cycle time, provide production schedules (Master schedules, recovery and integrated) evaluates shop load, crew cycling, plans for rate changes (production & tooling), engineering change activities and lean initiatives.

Provide to GA & Boeing Upper Management Production Status. Developed and trained all new IE’s on the process to track production status (job counts, wt’s and burn downs, shop OT requirements). Developed production airplane schedules which included the sequencing of all IP’s required for each cell and each build. Determination of shop floor visibility required to communicate production status.

Developed and Trained shop floor personnel with the use of Turnover Reports required for shift to shift communication. Developed the training required in coordination with ME and Quality for IP Familiarization and Shop Stamp Usage and ultimately turned it over to Trident Tech. Trained all shop floor and quality personal for IP Familiarization and Shop Stamp Usage.

4/99 – 9/06 The Boeing Company - Delta IV Program – Decatur Alabama

Senior Industrial Engineer – Responsibilities:

Supported the US Work Center in the development of Work Plans, Weekly EV, Cost Estimates, Quarterly EAC / Budget exercises & loading requirements into DOMS. Lead team efforts to develop common Routings between 4M & 5M US's so that process metrics can be established between both configurations. Supported the both the US Test & Assembly Process Workshop by providing the Pert Charts resulting from the Workshop where the teams identified process improvements. The results from these Pert Charts (for both Assembly & Test) are now the consistent Routing for the 4M & 5M US's. I have also filled in for both shop floor Managers while they are on vacation or training (max 4 weeks).

Temporarily assigned to Quality Organization to help in improving the accuracy of Supplier Non-Conformance data for the PQE group. Developed a process metric for the PQE group that measures the accuracy of the data recorded. Results from these metrics also helped me to develop the training material that was delivered to the QE’s, LE’s & ME organizations. Other activities included the development of Excel Macros (using Visual Basics) to report monthly, all Type II Non-Conformances. These macros were intended to reduce the amount of data analysis & maintain a consistent format when updating the required charts for QSR monthly.

Developed a shortened process to implement a New Mission Model into DOMS with the assumption that EV cannot be achieved out of the system. This new process eliminated the need for many cross functional activities not to take place but still attained the goal of loading requirements into the system that are time phased to baseline schedules. This new process of implementation was successfully complete in 2 weeks.

Assigned as Lead for the Industrial Engineers, my responsibilities included implementing 328 MM into DOMS, realigning touch labor budget values to a learning curve, redefining the IE Process of loading DOMS as well as retraining the IE personnel.

Lead a cross-functional team to implement a new Mission Model (328 MM) and Realignment Activities (Delta II & III) into DOMS. This involved putting together a schedule / plan that identified the required tasks / activities, duration’s and the functional representative that had to perform each of these tasks required to successfully implement the new mission model.

5/92 – 3/99 Boeing Commercial Airplane Company – Everett, Washington

777 Process Engineer – Responsibilities:

Lead a cross-functional team to determine process improvements related to lav / closet misfit problems. This involved reviewing the Engineering Designs as well as evaluating existing Manufacturing Processes. Short-term plans are in place to reduce rework now which will allow the evaluation time of current processes & to make changes in the Engineering Designs.

Develop a methodology with the use of Finite Element Modeling for the PE group to utilize when evaluating process problems in the factory. Be a mentor to the PE group & train everyone in the use of Finite Element Modeling.

Co-lead a cross-functional team to implement a new laser system for the mechanics to utilize when building up subassemblies to ensure a good quality product. This involves evaluating & determining a preferred body section load process & identification of upstream process improvements.

Project manager of cross-functional & cross-divisional teams set up to evaluate & determine process improvements. This required an underst&ing of current processes; evaluation in determining how improvements could be made & finally the scheduling of all activities & personnel required making the improvements. (Floor PRE Team, HVC/HVRP (SPC) Team, Shift Start Time Egress/Ingress Mathematical Model & the Production Certification Team.)

Co-lead a cross-functional team to improve the process of installing a strap to the lower surface of the fixed leading edge on the 777 airplane. This team was formed to determine what could be changed to the Engineering or Manufacturing processes that would establish a good reliable process. Resulting statistical analysis & process evaluation has proven that the strap has to be installed in a later position to ensure that all Engineering requirements are met without any rework. Implementation Plans & follow on evaluations are scheduled.

Lead a Cross-Functional Cross-Divisional team brought together to improve the Tool Set-up Process. Initially this team was established to quantify the extent of existing conditions, which ultimately lead to complete documentation of the current processes & identification of the process problems. This package was presented to upper management in both divisions with final recommendations.

3/90 – 5/92 Boeing Commercial Airplane Company – Everett, Washington

Methods Analyst- Lead – Responsibilities:

Facilitated meetings with Everett and 777 Division Operations upper management to establish organizational co-location agreements and responsibilities. Coordinated meetings with functional organizations from Everett and 777 Division Operations to resolve major issues associated with co-location for the 777 Division.

Facilitated meetings with Everett Division Operation’s management to define the activities required supporting the co-location agreements in support of the 777 Division.

4/88 – 3/90 Boeing Commercial Airplane Company – Everett, Washington

747 Preflight Methods Analyst – Responsibilities:

Forecasted manpower requirements and crew cycling of factory personnel for 747 Preflight. Coordination with Finance to ensure adequate budget to support these efforts was also required.

Maintained airplane schedules for 747 Preflight factory personnel. This included jobs to complete prior to first flight and the unplanned jobs that came to Preflight from upstream processes.

Developed a forecasting model to determine work packages for the 747 Preflight as a result of the implementation of a new airplane design.

9/87 – 4/88 Boeing Commercial Airplane Company – Everett, Washington

Methods Analyst and Technical Studies – Responsibilities:

Tube Shop forecasting Model Development (707, 727, 737, 747, 757 & 767).

Debit Requisition Process Improvement Team.

Production Assist Process Improvement Team and Shop Paperwork Process Improvement Team (747-400 Rate Readiness.)

10/79 – 9/87 Boeing Commercial Airplane Company – Everett, Washington

Engineering Technical Aide for the 767 Wing Leading and Trailing Edge Stress Group – Responsibilities:

Wrote FORTRAN programs for pre-processing and post-processing of Computer Finite Element Stress Analysis.

Verified computer idealization of mechanisms as well as fixed structure with part drawings. (I/B and O/B Flaps, I/B and O/B Ailerons, Wing Box, L.E. Slat and Canoe Farings.)

Generated computer internal loads and stress analysis for Wing Leading and Trailing Edge structure which included balanced freebody diagrams for stress analysis.

Selected to prepare for and participate in the I/B and O/B Trailing Edge Asymmetrical Flap Test. This involved analysis to define how to build the test flaps that would simulate flight conditions as well as determining new flap configurations.

1/79 – 8/79 American Cyanamid Company – Bound Brook, New Jersey

Industrial Engineering Co-op Student – Responsibilities:

Time studied all shipping and receiving warehouse responsibilities.

Revised standards for the shipping and receiving personnel to be utilized in conjunction with their incentive program.

INTEREST: Reading, camping, walking and/or working out.

REFERENCES: Available upon request.

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