Project Manager Process Improvement

DOUG MADDOX

**** ******** **** *******, ** ****4 770-***-**** abmglh@r.postjobfree.com

VETERAN NAVAL OFFICER - MSME - MBA

Project Management ? Process Improvement ?

Decision Support ? Budget Planning & Execution

Innovative engineering and business leader, with twenty years as a naval

officer, exceptionally qualified for operations, logistics or a

manufacturing position leading complex projects or managing contractor

performance through hands-on experience. A veteran leader of small and

large teams.

Proven leader with a strength for identifying and developing individual

talent, building and motivating teams, and identifying and implementing

solutions from myriad options drawn expertly from the men and women of his

team. Highly articulate with insightful interpersonal skills and a sincere

passion for employing best fit business and technology solutions.

Capabilities include:

? Executive Level Leadership/Management ? Lean Manufacturing

? Supply Chain Management ? Contract Negotiation & Oversight

? Risk Assessment & Controls ? Individual Mentor and Team Building

? Quality Assurance ? Project Planning & Engineering

PROFESSIONAL EXPERIENCE

Deputy (Executive Officer), US Navy SIXTH Fleet Maintenance Officer

Project Officer, Future Aircraft Carrier Design

Project Officer, Aircraft Carrier Dry-Dock Overhaul and New Construction

Nuclear Project Manager (Emergent Repair Tiger Teams)

Project Planning and Project Engineer

Leadership/Management of Shipboard Electronics and Engineering Divisions

Most recent position held was as Deputy (Executive Officer) to the

SIXTH Fleet Maintenance Officer, responsible for emergent repairs for

hundreds of US Navy ships located in the North Atlantic, Mediterranean, Red

Sea, and Persian Gulf. Responsibilities included senior advisor, work

plans, budgets, supply chain management, change/risk management, process

improvement, information technology needs, and resource planning for

personnel detachments located throughout the identified regions as well as

on-site contract negotiations with foreign militaries and state

departments. Fifty percent of the position included travel throughout the

region and the United States.

Mid-career positions were primarily project management of nuclear

tiger - emergent repair - teams, delivery of new construction aircraft

carriers and planning and procurement of next generation aircraft carriers.

Positions involved hands-on leadership of 500 person teams composed of

numerous trades and technical communities and oversight of multimillion

dollar budgets. Projects were located throughout the United States.

Initial positions were aboard steam and gas turbine powered ships,

leading fifteen to fifty person teams of electronic, electrical, and

mechanical maintenance and operators. Responsibilities focused on

individual development, team building, and training of personnel in the

maintenance, repair, procurement, and replacement of myriad weapons system

and propulsion and electrical power generation equipment.

EDUCATION & TRAINING

B.S. Nuclear Engineering, Georgia Institute of Technology, Atlanta, GA,

1984

M.S. Mechanical Engineering, Naval Post-Graduate School, Monterey, CA, 1993

MBA, College of William & Mary, Williamsburg, VA, 2000

Technical Contributions

? Process improvement during the installation of main coolant check

valves and pressurizer omega seals in navy nuclear power plants led to

innovative welding techniques, hazardous material handling, minimization,

and disposal reductions, and exposure times. Cost savings: $6M.

? Author of the "100 Hour Plan", so named for the number of hours used to

dry-dock and set up to defuel four nuclear powered submarines in a single

dry-dock. Previous plans utilized an additional 30 clock hours - an

equivalent of 2000 man-hours or $500,000 per docking.

? Personally responsible for managing the delivery of 100,000 critical

repair parts from the U.S. to ships operating in the North Atlantic,

Mediterranean, Red Sea, and Persian Gulf. Innovative process improvement

reduced delivery times by as much as 50%.

? During the aftermath of the USS Cole tragedy, led a team of security

specialists to ports throughout the Mediterranean to assess and document

port security and emergency response for future naval vessel visits.

Utilizing a simple three-color readiness criterion with drill down

capability, created a web-based decision support system, for decision

makers at all levels of command.

? Designed an innovative web-based, risk management and decision support

system for the US Navy maintenance community. Created for all levels of

maintenance, the system was deployed in less than two years by the aviation

community.

Business Contributions

? Decision support system created for contract selection of the SIXTH

Fleet command ship maintenance availability resulted in the selection of

best practices and best contractor as well as nine million dollars of

additional funds for the customer.

? "100 Hour plan" reduced labor and material cost by a half million

dollars for each dry-dock and refueling of multi-submarine decomissionings

for all future years.

? Innovative process improvement and schedule integration led to a 70%

reduction in the cost of the main coolant check valve replacements - over

eight submarines - and a 55% reduction in the costs of the pressurizer

omega seal replacements - over four aircraft carriers. The savings were

more than six million dollars. Process improvements in submarine steam

generator inspection resulted in 30% cost reduction and continue to be

realized to date.

Achievement Highlights

? Project management teams received monetary award for process

improvements and costs savings associated with main coolant check valve,

pressurizer omega seal replacement, and steam generator inspections.

? Awarded on the spot personal achievement by ship's commanding officer

for innovation in shipboard damage control readiness and as a result of

achieving the ship's highest ever score for readiness by outside evaluation

teams.

? Briefing of the "100 Hour Plan" to senior shipyard executives led a

Navy Captain to remark, "This is the best example, that I have ever seen,

of what we need to be doing."

? Awarded personal achievement for innovative contract negotiations and

decision support systems employed as project officer for aircraft carrier

new construction and future aircraft carriers.

? As a result of the reception of the decision support system for port

security, was returned to the continental United States to brief the system

to the highest levels of the Navy security and intelligence community and

operating fleet.

Contact this candidate