Training Maintenance

Wesley Scott Thomas

** ********** *****

Jim Thorpe, Pa. 18229

Email:******.*.*******.***@****.***

Home: 570-***-****

Work: 570-***-****

Work Experience

Tobyhanna Army Depot (09/11/2011 - Present) - Production Management

Specialist

Tobyhanna, Pennsylvania United States

Pay Grade: GS- 1101-12

Hours per week: 40

Duties:

I Serve as Division Chief of the Systems Reset and Overhaul Division, and

the Industrial Operations Facility (IOF) within the Integration and Support

Directorate with responsibility for planning, directing, coordinating,

managing and reviewing all actions concerned with providing supervision,

technical and administrative support for the division to 148 employees to

include four Branch Chiefs.

Industrial Operations Facilities (IOF) Division - This division is

comprised of three branches, Component Preparation Branch, Component

Plating Branch and the Component Paint Branch. These branches perform

initial paint preparation, final painting, stenciling, unmasking, spot

painting, silk screening, filled engraved lettering, powder coating,

chemical agent resistant coatings (CARC) and other related operations on

components of overhaul and fabrication workload. We also do metal

components for electroplating and painting processes. Remove paint, rust

and foreign debris by utilizing sand blasting in assigned technical area.

Perform rust and corrosion control, paint preparation, cleaning and

stripping of all ferrous and non-ferrous metals. Perform processes

consisting of zinc phosphate coating, chromate coatings, hard and soft

anodizing and most electroplating processes for the purpose of precision

coatings with various precious metals, including buffing and polishing.

Systems Reset and Overhaul Division - This is where the reset, recapitalize

and overhaul of C4ISR shelters, vans and associated electrical, electronic

and mechanical assemblies. Shelter and Vans are rebuilt and reassembled in

this division. This includes all electrical, carpentry, sheet metal,

structural repair, and vehicle system modifications as needed.

In addition to performing all immediate supervisory functions, I make

decisions on technical and personnel problems presented by subordinate

supervisors; review evaluations of non-supervisory employees rated by

subordinate supervisors; assure reasonable equity of individual performance

objectives, standards and ratings among subordinate organizations;

recommend performance awards and salary/bonus distribution for subordinate

employees; evaluate subordinate supervisors; approve selections for

subordinate non-supervisory positions; and recommend selections for

subordinate non-supervisory positions. I also assure timely operational

support and integration of new and changing concepts in assigned area of

expertise, such as implementation of AS and ISO standards, LEAN initiatives

and industry certifications. Plan, establish and develop overall criteria

and ensure allocation of prescribed resources. Coordinate with other

functional areas in developing plans which identify support, technical

issues, functional requirements and the establishment of customer/supplier

relationships.

I develop project execution plans, deadlines, resource allocation and work

to be accomplished within seven branches. Independently plan, direct,

evaluate and oversee all the work within the divisions with subordinate

supervisors. Resolve conflicts that arise, coordinate the work with other

division supervisors, develop and carry out plans for expansion,

integration and installation of new technology in conjunction with the

Director, and interpret policy using their own initiative in terms of the

established objectives. I keep my Director informed of potentially

controversial matters and all progress to resolve them. Completed work is

reviewed only from an overall standpoint in terms of feasibility and

compatibility with other work and effectiveness in meeting the

requirements. Review and analyze the division short and long-range

strategic planning objectives and goals; keeping fully informed of all

factors pertaining to the division's and directorate's mission

accomplishments. My daily day to day business is fulfillment of mission

responsibilities; track individual actions of greatest significance for

recognition; monitor cost, quality, schedule conformance and performance of

all division programs to ensure they are met or exceeded. I hold

discussions and meetings with key staff members, as necessary to obtain

pertinent details regarding challenging areas; recommend options to resolve

issues and execute all aspects of management in accordance with the

American Federation of Government Employees (AFGE ) Local 1647 Union. Make

presentations and participate in conferences with responsible

representatives of industry and other government activities. One of the

biggest responsibilities I have is to ensure that all work is

accomplishment within assigned timelines; ensuring that subordinate Branch

Chiefs maintain an awareness of production goals and how their work fits

into the directorate goals; and providing assistance to help subordinates

manage the production and workload balancing of their branches. I review

production reports to account for work received, accomplished and remaining

in the division on a regular basis; ensure all branches are reporting time

accurately, taking work accomplishments(confirmations) and supervising

personnel; addressing issues that promote timely, cost effective and

quality completion of work and process flow.

LEADERSHIP/PERSONNEL MANAGEMENT

Manage all branch supervisors and staff assigned to the division. Make

responsible and timely decisions, readily understands complex issues and

develop solutions that effectively address problems. Ensure timely actions

are warranted and IAW merit practices/principles. Continuously

improve/maximize organizational environment by application of effective

personnel management, i.e., timely submission of Requests for Personnel

Actions (RPA), training, promotions, awards, discipline, and diversity that

creates a harmonious and respected workplace. What I find challenging but

rewarding in my position is motivating team members to perform at their

best and leverage the unique talents of others to enhance organizational

effectiveness. I create an atmosphere that promotes trust and respect.

Conduct and oversee all mid-point review and complete performance

appraisals in a timely fashion throughout the rating period. During the

grading process I concentrate my efforts on measuring effectiveness and

accuracy of performance standards for subordinates, giving special

attention to the goals and standards set and annotate deficiencies and/or

achievements regularly to assist in the preparation of mid-point counseling

and annual appraisals. There is a continuous constructive feedback and

encouragement as appropriate at mid-point and yearly performance reviews.

Of my priorities I maintain high standards for working conditions and

ensure a safe and healthful work environment exists for all employees by

ensuring good house keeping practices and adherence to proper safety

procedures. I and my subordinate supervisors set the example for employees

by encouraging and ensuring execution of the depots Corporate Philosophy

Strategy, Voluntary Protection Program (VPP); reviewing the division

scorecard metrics; conducting Occupational Safety and Health Assessments;

carrying out and implementing the safety and health programs and LEAN 6

Sigma and 6S quality programs. We also exercise safe practices and conduct

Safety, Scorecard, LEAN and Home team meetings/instructional sessions as

required. Ensure that subordinate supervisors have/maintain Individual

Development Plans (IDP) for all employees under their supervision and

adhere to the organization's training goals.

FINANCIAL MANAGEMENT

Responsible for the development and execution of the division budgetary

requirements, serve as the central point of contact for division accounts,

manage allocated Temporary Duty (TDY) funds. Work with the directorate and

division management analysts to enforce application of sound financial

management principles. Conduct monthly reviews with division branch

management to plan and review execution of the division budget. Apply

organizational process improvements in all areas to enhance productivity

and cost savings. Ensure all lean saving are realized by working with

Engineering and Production Management personnel to adjust LMP routes and

processes. Deal promptly and effectively with budget variances, identifies

potential cost overruns and implements corrective action.

CORPORATE MANAGEMENT

Conduct TEIR I and TEIR II level meetings every morning to support and

explain management programs to subordinates. During this period I retrieve

any information and capture it as actions and elevate them to my Tier II

level meeting. Actively involved and enforce ISO9000, ISO14001, ISO 18001,

AS 9100 and AS9110, Lean, 6Sigma and sustain their effectiveness throughout

the organization. Demonstrate commitment to success of the depot through

both personal and organizational actions. Work effectively with customers

internally and externally. Demonstrate strong support for Tobyhanna's

Corporate Philosophy. Understand the different perspectives of other

functional areas at Tobyhanna Army Depot and develop an understanding of

external conditions affecting the organization to meet assigned suspense's

routinely. I am proud to say that no major suspense missed without

notification/approval. While supervising both divisions I use

administrative policies and manpower authorizations coupled with available

labor hours and track any high usage. Coordinate with other plant managers

monitoring workload to ensure that all work is accomplished within assigned

time restraints. Apply organizational process improvements to enhance

productivity and cost savings.

Work Experience

Tobyhanna Army Depot (12/18/2009 - 09//11/2011)

Branch Chief, Tactical Vehicle Branch

Tobyhanna, Pennsylvania United States

Pay Grade: WS - 3740 - 10

Hours per week: 40

Major Duties:

Responsible for the effective, safe, and timely reset/overhaul on five

HMMWV systems assigned to Tobyhanna Army Depot at the Tactical Vehicle

Branch. These programs include, FAAD, UAV, SMART-T, ADAM and FIRE FINDER. I

am also responsible for the operations and performance of three other

geographically separated buildings that perform maintenance on T-1

Trailers, Mini-Mutes and Mutes Trailers, Bongo Trailers, MPN-14K Trailers,

Electronic Service Vans, 5-Ton Trailers. Also maintenance performed on UAV

launcher and troop carrier trailers in building 14. I am also responsible

for the timely support and integration of new and changing concepts in

assigned area of expertise. I keep fully informed of all factors pertaining

to branch, division and directorate mission accomplishments. Monitor

workload that all work is addressed timely and managed to ensure

accomplishment within assigned timelines. I address issues that prevent

timely and quality completion and processing.

Kovatch Corporation (06/16/1999 - 12/18/2009)

Plant Manager

Nesquehoning, Pennsylvania United States

Hours per week: 40-60

Duties:

07/17/99-12/18/2009, Directed 85 employees building Fire Truck cabs, R-11

Refueler Government Contract, Tank Weld Line, Pumper line, and Paint Shop.

Provide the most effective and efficient means to productively build these

trucks, tanks, and cabs in the allotted time given by applying

organizational process improvements to enhance productivity and cost

savings. Brief supervisor and President of the company on production

matters. Review manpower authorizations and labor hours tracking any high

usage. Coordinate with other plant managers monitoring workload to ensure

that all work is accomplished within assigned time restraints.

06/30/98-07/01/99 U.S. Air Force, Vehicle Maintenance Superintendent; Dover

AFB, De. Managed the maintenance, production, cost, quality control, and

maintenance priorities of 722 vehicles valued at 62.9 million dollars.

Established production procedures, schedules, work methods, and performance

standards for 66 military and 4 civilian personnel in six outline work

centers. Resource advisor to the Squadron Commander for annual squadron

budget of 1.6 million dollars.

06/09/97-06/10/98 U.S. Air Force, Master Sergeant, Instructor, Foreign

Military Advisor to the Egyptian Air Force on Vehicle Maintenance Policies,

Procedures, and Training, United States Embassy Cairo and Gianaclis Air

Base Egypt, Peace Vector IV. Trained Egyptian Air Force Personnel on all

related matters concerning Vehicle Maintenance. Provided training,

technical and administrative support to personnel at the U.S. Embassy in

Cairo on all personnel matters based at Gianiclis A.B. relating to Vehicle

Maintenance. Responsible for coordinating daily operations and providing

clear guidance to team personnel on roles and responsibilities for

instructional development and execution of training for new mechanical

equipment and systems. Developed new training schedules for all assigned

personnel. I ensured funding for training requirements such as course

development, delivery, travel, printing, and labor were secured for program

execution.

11/15/93-05/25/97 U.S. Air Force, Vehicle Maintenance Superintendent;

Andrews AFB, Md. Managed the maintenance production, cost, quality control,

and maintenance priorities of 1,089 vehicle Valued at 94.3 million dollars

06/15/93-10/15/93 U.S. Air Force, Vehicle Maintenance Superintendent/Chief

of Transportation, Galena Airport, Alaska. Managed all transportation

activities including Transportation Management Office (T.M.O.), and Vehicle

Maintenance. Coordinated the movement of vehicles, base equipment and

personnel during this period in preparation of base closure

06/1/91-01/30/93 U.S. Air Force, Technical Training Instructor Supervisor,

3340th Technical Training Group, Chanute AFB, Ill. Responsible for managing

and coordinating all phases of training programs. Planned, coordinated and

managed instructional development programs for new complex equipment

assigned to Chanute AFB Training Squadron. Planned, organized, direct and

supervised the work of a division composed of 14 instructors teaching 7

different blocks of instruction. Also supervised four instructors assigned

to the Mobile Training Team (MTT). Developed and established new and

revised training methods and procedures. Developed, evaluated, and approved

lesson plans based on equipment requirements. Provided technical advice and

assistance to various levels of management on training needs and resources.

Coordinated training activities with top management.

01/30/89-05/31/91 U.S. Air Force, Technical Training Instructor, 3340th

Technical Training Group, Chanute AFB, Ill. Qualified in 6 blocks of

instruction teaching resident students, and 6 advance training classes on

the Mobile Training Team (MTT). Prepared Plans of Instruction (POI), lesson

plans, wrote study guide workbooks and other Base level training

literature. Utilized my training in Instructional Systems Development (ISD)

and wrote all tests related material for all blocks of instruction taught

within my specialized career field. Wrote and authored the lesson plan and

study guide work book for the Oshkosh R-11 Refueler

Education

85 hours with Community College of the Air Force, Automotive Technology and

Instructor of Methodology.

Completed 12th grade high school, graduated 16 June 1978, East Stroudsburg

High School, East Stroudsburg, Pa.

Additional Information

USAF Technical School; Refueling Maintenance Apprentice Course 1979,

Kovatch Operational and Maintenance Course 1984, Advanced A-2 Water Truck

Course 1984, Advance AC/DC Electrical Course 1984, Advanced Kovatch Model

K500 R9 Refueler course 1985, Advanced Diesel Course 1985, NCO Leadership

School 1985, Advanced Powers Steering and Brake Course 1986, Technical

Training Instructor Course 1989 (Honor Graduate), Test and Measurement

Course 1989, Test and Measurement Course 1989, Basic Counseling Course

1989, Speaking and Briefing Course 1990, Diesel Engine Maintenance Course

1990, Air Training Command NCO Academy 1991, Training Supervisor Course

1991, Technical Teaching Practicum 1991, Instructional System Development

Course 1992, Diesel Engine Maintenance II Course 1990, Air Training Command

NCO Academy 1991, Training Supervisor Course 1991, Technical Teaching

Practicum 1991, Instructional System Development II Course 1992, SNCO

Academy Correspondence 1998, Leadership Academy Series of Management

Training 2007, Commercial Drives License (CDL) Class B, Army Working

Capital Funds, HR for Supervisors, Diversity Workshop for Supervisors,

Fundamentals of Business Writing, Army Maintenance Management Course,

Required New Supervisors Course, Basic Production Controller Course,

Principles of Lean Manufacturing, 6S Workplace Organization and

Standardization, ISO 9000, 14001 and 18001 Awareness Training, Annual

Ethics Training, Corporate Philosophy; 1 year course, conducted by

Competitive Solutions Inc.

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