Elizabeth A. Magno

**** ******** ***** ********, **** 43235

acta3z@r.postjobfree.com 614-***-****

Senior Operations Manager

EXECUTIVE SUMMARY

Strategic and performance-driven Operations Manager with extensive experience pioneering high-growth and efficient operations across large-scale manufacturing arenas. Proven track record of developing and executing business- and operational-development strategies aligned with Lean, Six Sigma, and Employee Involvement principles. Leverages eleven year career history in managerial capacity to lead development of innovative strategies that ensure success of all corporate projects. Noted mentor adept at employee recruitment and development, successfully managing high-performance teams across multiple business segments. Articulate, results-oriented analyst with business acumen vital to executing key change-management initiatives needed to achieve top-flight delivery of all resources. Excellent computer skills in all Microsoft applications. Excellent communication skills both written and oral.

Areas of Expertise

Strategic Planning – Business Development – Project Management – Program Development – Change Management – Workflow Engineering

Team-Building & Development – Communications – Data Analysis – Lean & Employee Involvement Methodologies – Root-Cause Analysis

Professional Experience

Sandvik-Hyperion – Worthington,OH

Operations Supervisor – Internal Component Supply - 2015

Responsible for overseeing operations in the ICS area. Team of 11 including 2 team leads. ICS provides components to the factory as a whole to complete pressing operations producing industrial diamonds.

No stock-outs to internal customers during CY15

No lost time injuries and a reduction in recordable incidents in the area.

Exceeded goals on quality, productivity and on-time delivery.

Implemented multiple projects to reduce scrap. Using Lean methodologies to reduce set-up time and change over time, as well as scheduling production runs to increase efficiency, scrap was effectively reduced from 4.1% to 3.5% for the production area.

Developed project plan and schedule to reduce one time impact for preventive maintenance activities, involving several members from other functions in order to schedule PMs throughout the calendar year, resulting in automatically scheduled maintenance in accordance with OEM recommendations.

ADB Airfield Solutions – Columbus, OH

The world’s leading solution for airfield lighting and signage

Operations Manager – North/South America – 2013-2015

Reporting directly to the CEO of the Americas, responsible for all production, material flow and shipping/transportation. Responsible for change management and introduction of lean and factory redesign. Budgetary responsibilities include annual forecast and monthly commitments at a global level. Low volume / high mix production across seven work centers. Manager of 5 supervisors and a team of 60. Actively mentored direct reports and several associates.

Successfully reduced backlog and increased on-time delivery from 80% to target of 95%, while maintaining margin and EBITA targets.

Met or exceed all monthly forecasted volumes – averaging 8-10M per month. Shipping in excess of 4000 line order items, both domestic and internationally.

Implemented comprehensive safety program involving all functions in the facility. Successfully promoted the organizational change that safety principles apply to everyone, not just shop floor associates.

Implemented a safety glasses program to provide all associates with prescription safety glasses for those requiring them.

Increase in efficiencies of 10% across the seven work cells using Lean methodologies.

With a cross-functional team, implemented an on-boarding program for new associates and documented training program in order to comply with ISO requirements.

Presented a comprehensive factory re-design to eliminate the use of off-site storage to save 110K/year. This plan was implemented and successful.

The Boeing Company – Heath, OH/Charleston, SC

Global aerospace company and leading manufacturer of commercial jetliners, as well as portfolio of defense, space, and security systems representing $68B+ in annual revenue.

Manufacturing Manager – K-787 Program [2012 to 2013]

Engaged to direct roster of high-visibility projects within new program environment, analyzing operational deficiencies and escalations to identify necessary changes in engineering and design. Manage cross-functional teams during each project, developing key strategies to achieve successful execution of project scope across all facility operations. Collaborate with Vice President at Charleston site to determine project roadmaps and communicate all status updates.

Comprehensively met all schedule demands and project objectives on-time and within budget.

Support Technical Manager K & Operations Support Manager [2011 to 2012]

Managed application of Lean, Lean+, and Employee Involvement methodologies across multiple special projects. Established change-management initiatives and supported project teams with root-cause analysis, gap analysis, and business-case development. Ensured facility met Lean Manufacturing goals and gained visibility at corporate level, interfacing with Boeing representatives across domestic operations, as well as onsite Industrial Engineers, to strategize and execute vital program improvements.

Pioneered implementation of Advanced Craftsmanship Learning Center, overseeing technical-development programs for new and transferred Technicians.

Exceeded corporate-set target score for Lean activities during first year of engagement, surpassing forecasted improvements across six different metrics focused on utilization of Employee Involvement and Lean Manufacturing principles.

Successfully identified solutions to reduce Technician repair time from one week to one day by managing gap analysis and root-cause analysis for key project.

Engaged as site Lean Integrator overseeing implementation of OEE data collection.

Support Technical Manager K & ICBM Operations Program Integrator [2006 to 2011]

Led daily operations for ICBM repair line, ensuring all program activities aligned with best practices and corporate objectives. Collaborated with First Line Managers and repair teams to meet scheduling demands and forecasted budgets while maintaining optimal quality standards and compliance with contractual obligations. Engaged as Cost Account Manager responsible for comprehensive active-touch labor-repair lines of accounting across 130 accounts. Interfaced with key governmental customer at program-management reviews, guidance-technical reviews, and integration meetings. Promoted skill-set development across network of 150 direct and indirect reports to expand product and service knowledge. Proactively identified service issues to provide roadmaps for resolution prior to escalations.

Reduced works in progress in all instrument areas 10% by designing and executing new benchmark plans.

Authored Lean strategies for adoption by all Team Managers.

Implemented ICBM repair at program level through collaboration with IE support teams to develop system-level value-stream map.

Developed contingency plan to navigate operations throughout 70-day shutdown for asbestos abatement with no delay in customer deliverables, completing all project engagements ahead of schedule with no reported impact to field support.

Gained program recognition with reception of 100% award fee for 2009 performance the highest performance achievement since contract award.

Founding member of Operations Corrective Action Board, leading multiple Corrective Action Response teams at internal and external level.

With Program Office managed control of annual $44M Government Contract. Using ERP managed staff schedules, resource commitments and delivery commitments. Forecasted hiring needs and supervised training of necessary resources.

Responsible for presentations to the USAF for both written and oral presentations. Regular communication with Government liasons and USAF Generals.

First Line Manager – ICBM Repair [2004 to 2006]

Managed daily operations for GI-T1-B gyro and float repair lines, overseeing team of 14 first-shift personnel as well as seven second- and third-shift personnel. Mentored direct reports to promote ownership of production responsibilities and encourage communication of process-improvement and efficiency-building initiatives. Led performance evaluations to identify needed improvements and ensure skill sets aligned with job objectives. Oversaw direct and indirect departmental budgets, ensuring all repair activities adhered to forecasted resource allocation. Interfaced with subcontractor personnel from BAE Systems.

Increased product yield from 75% to 85% by designing and initiating multiple quality-assurance and process-improvement directives.

Advanced repair personnel from Level 1 to Level 3 Employee Involvement team through mentoring sessions and development of unilateral approach to production projections and executable metrics.

Successfully transitioned departmental activities during extensive remodeling project with no adverse effect on production and deliverables.

Responsible for execution to annual $7M budget

Additional Professional Experience

Scientist/Engineer I & II – The Boeing Company – Heath, OH

Laboratory Manager – City Water, Light & Power – Springfield, IL

Fuels Chemist I & II – City Water, Light & Power – Springfield, IL

Education & Training

December 2005 - Master of Business Administration – University of Dallas – Dallas, TX

August 1986 - Bachelor of Arts in Biology – University of Dallas – Dallas, TX

Certifications

Six Sigma Lean, Green Belt & Black Belt Certificates – Villanova University Program

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