Project Manager Six Sigma

Jared A. Goodman

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

Springvale, ME 04083

Home 207-***-**** Cell 254-***-****

*******@*********.***

EDUCATION

BS, General Engineering Core Curriculum (Major: Management; Concentration: Systems Engineering); 3.1 GPA

The United States Military Academy (West Point); 2002

MBA, Supply Chain Management; 3.0 GPA

Northeastern University, Expected completion, Nov 2010

Six Sigma Green Belt Certification Lean/Kaizen Certification

Villanova University; (2004) / Corning (1st recertification)/ General

Electric (2nd recertification)

EXPERIENCE

Lean Manufacturing Leader/ NPI Project Manager General Electric, Somersworth, NH June2009 – Present

Responsible for the development and implementation of all Lean/Six Sigma activities in multiple GE Meter manufacturing

facilities. Accountable for meeting the direct material productivity, Labor productivity, and other variable cost

challenges presented by the business leadership. Instructs and mentors Green Belt candidates in the DMAIC

methodology while creating a shared vision for all salaried and hourly employees. Analyzes complex business scenarios

and utilizes lean tools to implement change, drive productivity, and foster growth. Plans and manages multiple projects

simultaneously and schedules work and resources to meet business critical deadlines and resource parameters. Acts as

the facilitator for all cross-functional action workouts and ensures timely closure of action items. Serves as the Plant

Manager as needed and ensures production metrics are met.

• Achieved $24MM in variable cost productivity YTD and exceeded corporate goals by 200%. Helped reduced cycle

time on all product lines by an average of 43%. Recognized as having the strongest Lean/Six Sigma program in all of GE

Energy.

• Trained and mentored 25 Green Belt candidates which resulted in an additional $2MM in labor productivity.

• Organizes the lean activities at multiple GE manufacturing facilities and acts as the GE Energy representative for all

cross-business lean initiatives. Trained with multiple Shingijutsu Sensei’s and certified in JIT, Jidoka, Heijunka, 5S, One-

Piece flow, and DFSS.

• Designed and executed a cross-functional team to execute an unprecedented $200M ramp-up in the GE Meters

business while increasing requests kept (RK) to customers by 33% achieving the highest RK ever in the business.

• Completed six new product introductions maintaining a 100% on-time delivery and averaging a 10% budgetary

savings. Planned and executed the expansion of meter manufacturing in a satellite facility in order to meet customer

requests. Utilizing tight budgetary constraints of $1MM helped turn a potential operations deficit into a $1.4MM CM

increase.

• Received four excellence awards for innovation, inclusiveness, clear thinking, and one ergonomics award.

Manager of Shop Operations /Assistant Plant Lean Leader General Electric, Somersworth, Mar 2008 – June

2009

Responsible for the direct leadership of one production supervisor, two manufacturing engineers, and an hourly

workforce of seventy employees. Responsible for continuous improvement of manufacturing metrics such as VCP, quality

performance, on time delivery, and environmental health & safety. Responsible for creating effective digitized

measurement systems, providing six-sigma leadership by identifying and driving projects while creating and

implementing best practices. Oversees the identification and completion of Lean/Six Sigma projects plant-wide and

ensures business metrics are met.

• Significantly improved on time delivery by 35% while reducing cycle time to 50% of previous standards.

• Developed and implemented eight Lean/Six-Sigma projects with a combined savings of $3MM.

• Achieved $14MM in variable cost productivity and received four leadership awards for project management

excellence.

• Designed and implemented scrap reduction initiatives that resulted in a 12% decrease of unserviceable transformers

after

final test. Scrap reduction initiatives also resulted in an increase of 33% in first pass yield on all production lines.

• Exceeded production goals for 2008 by 17%. Reinvigorating sales through web-site upgrades, development of

multiple new product introductions, and developing a “transformer school” to move customers to higher margin products

while extolling the benefits of GE transformers over low cost competitors.

• Aggressively worked on increasing employees awareness towards Environmental Health & Safety

through multiple culture change initiatives. Specifically, headed a grassroots team consisting of five hourly

employees, handed out over 200 EHS advocate cards, and maintained a 100% closure rate for all near

misses. This translated into one lost time injury for all of 2008.

Production Coach General Electric, Somersworth, NH Jan 2007 – Mar 2008

Responsible for the safety, training, and production rates of sixty-eight hourly employees and two salaried engineers.

Oversees the production schedules on three independent and distinct production lines covering 400,000 square feet of

production space. Senior Project manager for all lean & Six Sigma projects throughout the Instrument Transformer

division of General Electric. Oversees cost out initiatives and actively seeks variable cost reduction. Responsible for the

effective use of the department budget including investments and expenditures. Oversees customer special applications

projects and ensures project completion exceeds customer expectations.

• Lead four successful lean/Kaizen projects that resulted in an annual savings of over $125,000.

• Lead multiple ergonomics improvement projects with twenty identifiable high risk factors and an associated risk cost

of $150,000. All projects were completed on schedule and below budget with an average productivity return of 22%.

• Reduced manufacturing losses by 26% over FY2006 by ensuring all processes had an associated operation method

sheet and that operators understood all aspects of their build process. Developed personal training sessions with more

senior operators and instituted an upstream sampling system to catch defects prior to their point of no return.

• Exceeded production goals for the year by 24%.

• Reduced OSHA I&I rate from 3.35 to 1.41 (58% reduction) while improving the safety culture and near miss

reporting.

Production Supervisor Corning Life Science, Kennebunk, ME Jan 2006 – Jan

2007

Responsible for driving the success of 40 hourly employees in the production of injection molded Life Science equipment.

Oversees the maintenance of forty injection molding and extruder machines valued in excess of $20 million. Builds

teamwork across multiple departments to meet production goals. Provides leadership and vision to meet budget and

improve performance.

• Cross trained all operators on every process to ensure a dynamic team and minimize expensive downtime.

• Developed and executed scrap reduction initiatives which resulted in a savings of $42,000.

• Increased production output by developing visible metrics and goals that inspired employees and provided direction

for improvements.

Assistant Battalion Operations Officer (S3) 13th Signal Battalion, Fort Hood, TX Jun 2005 – Jan 2006

Responsible for the planning project management of voice and data network architectures within the 1st Cavalry Division.

Planned and oversaw the execution of special projects assigned by the Battalion Commander, Battalion Executive Officer,

and Battalion Operations Officer; supervises one warrant officer and 80 soldiers.

• Planned and executed the reorganization of the 13th Signal Battalion; responsible for the accountability and transfer of

$70 million worth of communications equipment

Executive/Maintenance Officer Company D, 13th Signal Battalion, Al Taji, Iraq Jan 2004 – Jun 2005

Second in command, responsible for the training, deployability, welfare, and discipline of a 130 soldier tactical division

area signal company. Personally responsible for the combat readiness of 32 soldiers, 75 vehicles, 40 generators and 38

signal assemblages worth in excess of $45 million. Advised the Company Commander on all aspects pertaining to supply

accountability and maintenance management of all equipment.

• Served as the Fiber Optic Project Manager during sustained combat operations. Successfully lead a team of soldiers

in the design and installation of over 30 miles of Fiber optic cable and a $1 million technical control facility which

provided VoIP and data capabilities to all warfighting units in the Baghdad area of operations.

• Maintained a company supply Recon Rate over 98% and a company maintenance Recoverable Exchange Rate over

95%.

• With an understaffed headquarters section, successfully prepared and deployed four platoons in support of Operation

Iraqi Freedom II by providing superior leadership as the Movement Officer. Personally inspected, prepared, and shipped

over $60 million dollars worth of Task Force communications equipment.

• Served as the Senior Network Administrator responsible for management of a $20 million dollar Cisco technical

control facility. Designed a TCP/IP network to support VoIP communications and end user support.

Selected and trained as a Government Contracting Officer managing a budget in excess of $100,000.

•

TACSAT Platoon Leader Company D, 13th Signal Battalion, Fort Hood, TX Aug 2003 – Jan 2004

Platoon Leader in a Multi-Channel Tactical Satellite Platoon with division FM retransmission (retrans) assets in support

of the 1st Cavalry Division. Responsible for the combat readiness, training, welfare, and morale of 13 Noncommissioned

Officers and 30 enlisted Soldiers and their families. Ensured operational readiness and property accountability of 5

Tactical Satellite Terminals, 12 Tactical Terminals, 1 USC-60 Fly-Away Tri-Band Satellite System, and 3 retrans assets

consisting of 28 wheeled vehicles, 14 generators, 18 communications platforms and associated equipment valued in

excess of $18 million.

• Lead the highly successful management and development of the Promina Multiservice Access Platform to maximize

data flow and save millions of Army dollars in systems upgrades. Awarded the 1st Cavalry Division Commanders Coin for

project management excellence.

• Selected over more senior officers to develop and lead a multiplatform command communications vehicle project.

Resourced, budgeted, and allocated over $4 million worth of equipment, 4 different contracting agencies, and over 6000

man hours to reduce arrival date of the vehicle by 29 days.

Battalion Signal Officer (S6) 312th Military Intelligence Battalion, Fort Hood, TX Jan 2003 – Aug 2003

Principal staff officer in a Military Intelligence task force responsible for all planning of combat command and control

communications systems for the unit to include approximately $40 million worth of assorted radios, unmanned aerial

vehicles, and tracking equipment; supervises 5 soldiers and 3 noncommissioned officers.

• Designed and managed the installation of a Local Area Network (LAN) servicing 6 different headquarters spread out

over 10,000 square feet while meeting budget requirements.

• Managed all aspects of the network architecture to include, hardware, software, security, auditing, and compliance

with IAVA guidelines.

Electronics Technician 2-3rd Aviation Regiment, Hunter Army Airfield, GA Aug 1994 – May 1998

Electronic Warfare Technician responsible for the installation, maintenance, and deployability of five Aviation

Intelligence systems worth over $200 million. Supervised two soldiers.

• Selected as the Aviation Brigade Soldier of The Year in 1997. Also selected above peers to the rank of Sergeant.

ADDITIONAL TRAINING

Principles of Ergonomics, Effective Coaching skills training, Plant Manager Training, Change Acceleration Training,

Project Management Tollgate Training, Department of Defense Contracting Agent, Personnel Relations Leadership, New

Manager Development Course, Influencing Skills Training, Supervisor Effectiveness Training, Basics of Manufacturing

Training, Army Signal Officer Basic Course, Army Northern Warfare Training, Army Noncommissioned Officer Course

ADDITIONAL SKILLS

Proficient in Microsoft Visio, Project, Active Directory, and Office suite of applications; Microsoft Windows 2000/XP

Professional, XP Office, and XP Home, Oracle, MAPICS, Peoplesoft 7.0/8.9, Held Top Secret clearance, currently hold

a Secret level clearance

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