Mark Deiter

**** ******** **. *******, ** *****

Mobile/Text: 316-***-**** Email: acur6d@r.postjobfree.com Broad-based, results-oriented leader with 27 years of diverse experience in the aerospace industry. Extensive experience across the entire product life-cycle process from customer requirements capture to product development, design, manufacturing, test, certification, product introduction, and in-service sustainment. Consistent focus on product and process improvements leading to increased safety, higher quality, lower costs, increased company profitability, and Customer satisfaction. Successful Change Agent with ability develop and lead transformation initiatives, drive process excellence, and positively impact business practices, policies, and procedures. Proven track record of strong leadership; widely trusted, direct, truthful, and credible with ability to effectively select, coach, empower, and motivate a Team to ensure growth in their scope of responsibility and accountability for operational excellence. PROFESSIONAL EXPERIENCE

Director of Operations

2015-Present

Figeac-Aero, North America

Leadership / Team Member Development

Responsible for the leadership and development of Manufacturing, Program Management, Customer Service, Material Logistics, Shipping & Receiving, and Facilities/Maintenance organizations.

Manufacturing includes Assembly, Machine Shop, Shot Peening, Chemical Processing, Metal Polishing, and Paint Operations.

Shot Peening Work Cell consists of automatic and manual saturation and forming. Chemical Processing capabilities are pre-penetrant inspection etching, chromic and boric sulfuric acid anodizing, and chemical conversion coatings.

Managed directly and indirectly, a team of 88 members.

Initiated monthly internal process audits of company's AS9110 certification and NADCAP chemical processing accreditation.

Implemented weekly one-on-one meetings with direct reports, defined roles and responsibilities, and outlined development plans.

Identified work cell team skill needs, created training plan based upon proficiency matrices.

Led Kaizen, GEMBA, and 5S team events. Provided Six-Sigma and Lean team training. Strategic Planning

Reviewed labor standard hours for capacity analysis. Balanced operators on second shift to match first shift for increased productivity. Instituted third shift activities.

Created short term site operations plan and submitted to Senior Leadership for approval. This consisted of ten (10) hour shifts, Monday through Thursday and two, thirty-six (36) hour shifts Friday through Sunday. Capital improvements include addition of sanding/prep booth for improved Paint Operations through-put.

Conducted business case analysis for robotic shot peen forming work cell. Investigated supplier options, made recommendations to Senior Leadership Team, and gained approval to purchase hardware and training.

Instituted site Total Productive Maintenance (TPM) program. Experienced 0% unscheduled downtime due to machine issues.

Reorganized Materials Management department, installed controls for issuing parts and materials to jobs, and implemented weekly cycle counting. These measures increased inventory accuracy by over 28%. Project Planning

Assisted in construction oversite for 125,000 sq-ft site expansion project. Designed layout of new facility utilizing Lean principles. Process Improvements

Created Planning/Scheduling tool to address gaps in current Material Requirements Planning (MRP) software. Tool identifies capacity constraints within work cells and flags if Customer due dates are at risk. This improved On-Time Delivery percentage from 25% to over 80%.

Developed Customer specific backlog burn down plans. Decreased over-due backlog from over 400 purchase orders to fewer than 100 while increasing production by 12%.

Worked with iSi Environmental to review Health, Safety, and Environmental compliance recommendations. Implemented over 50 actions and passed an OSHA audit without any major findings.

Added stringent hearing and steel-toed boot Personal Protective Equipment (PPE) policies for several departments. Operational Excellence

Implemented Daily Morning Meetings (DMM) to review operational details of the day ahead, to ensure that plans are executed efficiently and to identify any potential issues.

Developed work cell Visual Management Boards to display Key Performance Indicators (KPI’s). These include 5S, Safety, Quality, Training, Productivity, and Scrap.

Conducted training on policies and procedures. Worked with Supervisors and Leads to create Standard Work. Mark Deiter – page 2

Contract Roles

General Manager / Operations Manager /

Site Leader / Consultant

2011-2015

Advance Products (Milestone AV Technologies)

Honeywell Aerospace

APPH (BBA)

Leadership / Team Member Development

Organizational responsibility for Operations, Engineering, Quality Assurance, Supply Chain Management, Material Logistics, Finance, Heath, Safety and Environmental (HS&E), Facilities, and Human Resources, organizations.

Manufacturing Work Cell responsibility for punch press and plasma cutting, press brake and sheet metal forming, CNC and manual machine shop, robotic and manual welding, powder coating and painting, mechanical and electrical assembly, and testing.

Managed directly and indirectly, a maximum group of 145 team members located at multiple sites.

Overall accountability for Federal Aviation Administration (FAA) regulations that govern Title 14 Code of Federal Regulations (CFR) Part 145 Repair Station Operations.

Perfect track record of Occupational Safety and Health Administration (OSHA) regulatory compliance.

Consummate Team Builder with the ability to assemble high performing organizations. Conducted personal and organizational critical skills gap analysis and mapped out leadership skills/talent training development progression. Initiated mentoring process within Team.

Created Work Cell skills and proficiency matrix. Coached individuals to identify personal and team agility gaps, mapped training plan.

Provided Six-Sigma and Lean principles team training. Led Continuous Improvement, Kaizen, GEMBA, and 5S team events using statistical techniques as necessary and involved all employees in the process.

Initiated site community service activities partnering with United Way, American Red Cross, Habitat for Humanity, and Kansas Food Bank. Represented company at Wichita Chamber of Commerce. Business Acumen

Responsible for the overall development and achievement of site Profit and Loss (P&L) statement.

Led product development life-cycle; design, development, testing, certification, manufacturing, entry into service, repair/overhaul, and end of service for commercial and military aircraft systems/components.

Responsible for entire site budget in excess of $41M. Strategic Planning

Provided strategic direction for the site activities and developed 1, 3 and 5 year Strategic Action Plan (STRAP). Developed and implemented specific short term and long term programs to ensure attainment of business plan for growth and profitability.

Experience with ISO 9001 Quality Management Systems, AS9100 Aerospace Quality Management Systems, AS9110 Aerospace MRO Quality Management Systems, ISO 14001 Environmental Management Systems, ISO 18001 Occupational Health & Safety Management Systems, and Underwriter Laboratories (UL) standards. Process Improvements

Reduced quality defects in Parts Per Million (PPM) by over 65%. Conducted Team Root Cause Corrective Action (RCCA) and Cause

& Effect (C&E) training. Developed quality improvement initiatives through use of Voice of Customer (VOC), Built in Quality (BIQ), and external/internal customer feedback process. Implemented reward system for identifying quality improvements.

Created Warranty Tracking Process which identified failure trends and initiated Engineering Change Requests (ECR’s) resulting in a 63% warranty costs reduction.

Improved the efficiency and utilization of the production processes in Manufacturing, Assembly, and Repair Station by implementing a comprehensive Value Stream Strategy that included lean manufacturing processes based on Flow Transformation and Kanban principles. Facilitated productivity Kaizen events for key Value Stream components, trained teams on fundamentals of lean manufacturing and Six Sigma tools. Improvements recognized include; On Time To (Customer) Request (OTTR) from 45% to 82%, decreased overdue orders by 92%, decreased warranty and repair Turn Around Time (TAT) by 74%, and 90% scrap reduction. Safety Initiatives

Site improvements to safety culture resulted in zero (0) Lost Workday Cases (LWC), a Total Recordable Incident Rate (TRIR) reduction of 72%, and Lost Time Incident Rate (LTIR) reduction of 42%. Developed Health, Safety, and Environment (HS&E) Near- Miss Reporting, Safe/Unsafe observation process, Corrective Action, and Preventative Action Processes. Conducted Safety GEMBA training. Reviewed existing Personal Protective Equipment (PPE) policies for adequacy and increased requirements as required. Organized training for first responders and first aid. Implemented fire, tornado, and intruder drills. Operational Excellence

Planned and executed inventory initiatives that reduced inventory levels by 21%, Days of Supply (DOS) reduced by 50%, removed

$800K slow-moving/no-moving inventory, and reduced Work In Process (WIP) inventory by 8%.

Implemented daily Tiered meeting process, Visual Management, Standard Work, 5S, and Total Productive Maintenance (TPM).

Provided Electrostatic Discharge (ESD) safety training and added quality measures.

Developed inventory cycle count process increasing Manufacturing Resource Planning (MRP) accuracy from 28% to 75%.

Increased revenue by creating and documenting RFP/RFQ processes which increased on-time proposal submittals from 12% to 100%.

Revised Terms and Conditions agreements for Original Equipment and Aftermarket, reviewed customer contract requirements, and implemented Credit Limit review process. These reduced financial risk and increased operating profit by 1%.

100% pass rate for ISO9001, AS9100, and 14 CFR Part 145 Repair Station audits with no major findings.

Six-Sigma Green Belt Certified (DMAIC) at Honeywell. Mark Deiter – page 3

Program Management

2009-2011

Hawker Beechcraft Corporation

Leadership / Team Member Development

Directed the activities of a matrixed Integrated Project Team (IPT) consisting of Supply Chain Management, Engineering, Quality Assurance, Production Manufacturing, Technical Publications, Finance, Contracts, and Logistics. Business Acumen

Successfully negotiated the first Foreign Military Sale (FMS) program of the T-6C Trainer Program for Hawker Beechcraft in over eight years; a $200M+ international program that included FAA certification, 24 aircraft, spares, logistics, training, simulators, and in- country capital development.

Project Planning

Responsible for the execution and coordination of all phases of project from inception through completion and acted as primary customer contact to Royal Moroccan Air Force (RMAF) and United States Air Force (USAF).

Controlled project costs versus budget, presented financial progress to USAF and Senior Leadership Team reporting continuously on schedule and on budget.

Operational Excellence

Developed mechanisms for establishing, monitoring, and integrating project elements including; scope, work statements, schedules, resources, costs, risk, quality, procurement, product configuration, to meet company business objectives.

Used historical and forecast data to perform trend, earned value, variance analysis, and risk assessments in order to develop plans or make recommendations for change.

Six-Sigma Green Belt Certified (DMAIC) at Hawker Beechcraft. Engineering Management

1995-2009

McCauley Propeller Systems (Textron)

Cessna Aircraft Company (Textron)

Leadership / Team Member Development

Transition Manager for relocation of McCauley Propeller Systems’ Business Operations from Dayton, OH to Wichita, KS and Manufacturing to Columbus, GA. Developed and implemented transition plan ahead of schedule and with minimal impact to business continuity.

Recruited and developed entire Wichita Engineering team, due to inability of existing Ohio staff to relocate.

Managed technical organizations consisting of Advanced Design, Experimental Test, Flight Test Operations, Airworthiness Certification, Production Design, Manufacturing Support, Technical Publications, and Aftermarket Product Support.

Initiated 1-on-1 Team meetings; conducted personal and organizational goal setting. Developed new team member mentor process.

Experience in FAA and EASA Certification of 14 CFR Parts 23, 25, 33, 36, ISO 9000, FAA Order 8100.9 Delegated Option Authorization (DOA), FAA Order 8100.15 Organization Designation Authorization (ODA), and International Traffic in Arms (ITAR).

ODA and DOA Administrator. Author of FAA approved Order 8100.9 DOA and Order 8100.15 ODA procedures manuals.

Primary interface with Aircraft companies, supplemental type certification holders, key suppliers, Federal Aviation Administration

(FAA), National transportation Safety Board (NTSB), and foreign certification authorities.

Propulsion Engineering Team Leader responsible for development, design, and certification of the following propulsion systems; fuel systems, engine installations, auxiliary power units, and thrust reverse installations. Business Acumen

Responsible for entire Engineering budget (headcount, material and capital) in excess of $4M.

Marketing and Business Development responsibilities include P & L accountability, sales forecasting, account management/retention, and contract price negotiations.

Strategic Planning

Conducted SWOT analysis to measure company’s strengths, weaknesses, opportunities and threats. Developed and executed go- forward plan.

Created long term business strategies for new product development, domestic and international marketing, and product phase-out plans. Operational Excellence

Developed and documented New Program and Service Introduction (NP&SI) processes which resulted in a 30% reduction in the time from product development start to FAA certified market introduction.

Engineering led product and process improvements increased sales revenue by 78% while increasing net profits by 64%.

Six-Sigma Green Belt Certified (DMAIC and Lean) at Cessna Aircraft.

Over 11,000 hours of design experience using AutoCAD, CADAM, and CATIA. Geometric Design and Tolerancing. EDUCATION

BSME, Mechanical Engineering (1989) Wichita State University Wichita, Kansas ADDITIONAL SKILLS

Microsoft Office Suite: Outlook, Project, SharePoint, Excel, Access, Word, Visio, and PowerPoint.

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