Engineer Manager

Donald Hoffmann

Email: abqc3y@r.postjobfree.com

Address: ***** *** ****** ******

City: New Market

State: MD

Zip: 21774

Country: USA

Phone: 301-***-****

Skill Level: Director

Salary Range: $170,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Donald Hoffmann - Operations Engineering Leader

abqc3y@r.postjobfree.com

240-***-**** (cell)

301-***-**** (home)

10391 Fox Meadow Circle,

New Market MD, 21774

Professional Experience Summary

A proven leader with a strong foundation in hardware engineering, operations, and subcontracts, drawing from successful program performance spanning ground, marine, air and space domains. Organizational accountability maximums: ~170 heads, $1B+ program budgets (BoM & labor), $20M+ OH labor, $20M+ capital (cumulative). Well-rounded, with experience as Ethics Officer (one year), Sector level position driving IMP/IMS rigor and Program Management Certification (1 year rotation), and Lean/Six Sigma Performance Excellence Lead (2 Years), driving Continuous Improvement Initiatives for 16 years as Blackbelt and project sponsor.

Core Skills Areas . . . Leadership with depth and breadth!

Capture - Strategy development, technology forecasting, marketing media development (http://www.youtube.com/watch

v=DScksriY6hw), tech-prop and cost-prop development, trade-studies, program planning and work sequencing, organizational design and resource planning

Programs - IMS/IMP development, Cost Account Management, task order servicing, metrics development and execution, earned value methodologies, baseline management, risk and opportunity management

Engineering - Hardware Architecture, Lean Design (DFMA), Collaborative Eng. and Model-based Enterprise

Subcontracts - Teaming Agreements, Flow-downs, SOWs, Service Level Agreements

Process Improvement Mindset - Lean/Six Sigma Blackbelt Practioner - physical and transactional

Architect/driver of LM-Syracuse Radar Systems -Lean Journey`- resulting in 2003 Industry Week 10 Best Plants Award, keys - innovative Lean/Six Sigma training (workforce of 300) and factory flow optimization.

Service Mindset - 24/7/365 support, SLA development and improvement (e.g. call centers), O&M service

Teambuilding - Mentoring and coaching from entry level to second line leadership

Work Experience [Lockheed Martin (LM) 29 years 5 months contiguous service]

Operations Support & Hardware Eng. Sr. Mgr/Director (IS&GS Rockville, MD)

March 2008 to November 2012 (4 years 8 months)

Led a high performing Operations and Hardware Engineering team of 170 folks spanning hardware design, configuration and data management, software development lab design and support, system deployment and logistics support, and subcontract program management, supporting the transportation line of business through 3 major reorganizations. The team met all critical program milestones: FAA En Route Automation Modernization (Air Traffic Management, ATM) hardware deployment Government Acceptance (22 sites, six concurrent teams installing 60 miles of cable and 2 Semi-trailers of hardware per site); DHS TWIC Transition of field operations to subcontractor (170 sites); Installation of Skyline ATM systems in Kazakhstan Air Traffic Control Centers and Towers. Through driving Lean Design, my team reduced the cost of the Skyline Odyssey console by 30% to improve competitiveness of the product line; project success led to new bid opportunities and to a special corporate engineering tasked Whitepaper on Lean Design. Also as a staff assignment, I assured our 1000+ head international engineering team operated within the overhead budget for travel, training, awards, recommending difficult changes.

Operations & Supply Chain Sr. Manager (Electronic Systems, Moorestown, NJ)

March 2007 to March 2008 (1 year rotation)

The Executive Vice President (EVP) of Electronic Systems challenged me to drive IMP/IMS Excellence across the organization, which resulted in procedural changes, a conference presentation, and an Operating Excellence Award from the Quality organization. I also successfully drove the EVP`s annual Operations KPI Challenge, benchmarking across sites and industry, developing effective relationships and reinforcing the Vision across Electronic Systems. I shaped the Operation`s interface to Program Management as part of the corporate tiger team that developed the LM Competency Assessment Tool (CAT) used for Program and Capture Management Certification.

Plant Operations Sr. Manager (MS2, Palm Beach FL)

February 2004 to March 2007 (3 years 1 month)

After success in Syracuse, I was challenged by the EVP to establish an Unmanned Underwater Vehicle Production Operation at the new West Palm Beach site. Excellent team effort in facilitating, process planning and tool development resulted in the completion of the Navy RMS LRIP 1 Vehicle (Low Rate Initial Production Unit), and successful Navy Production Readiness Review, paving the path for the second LRIP contract in 2006. As an added broadening opportunity, I served as Ethics Officer for a year rotation; then served as the Business Performance Excellence Lead, and led preparation and certification for AS9100 including FOD control. I was then given responsibility for all site Operations (Team size: 60) driving success on classified programs, Navy ADUUV and DTV; and driving Functional, 5S and Safety Excellence in Facilities, ESH, Offshore Operations and Test Service Teams.

Operations, Sr. Mgr (MS2, Syracuse, NY)

July 1996 to February 2004 (7 years 7 months)

After a special assignment to set up an earned value system, I move to the larger Syracuse site. Starting as Sr. Manager of Productivity, I led an MRP consolidation and the restart of the E2C Hawkeye Surveillance Airborne Radar production line after a move from Utica, NY. This included a total review and update of process planning for the E2C system. I was then trained as a Blackbelt (BB), functioning as Master BB, coaching and mentoring other Black and Greenbelts. As the architect of the Operation`s Lean Journey (patterned after UTC ACE Program), we mapped the Value Streams and planned projects and Capital ($3.4M, 2002) to meet takt time needed to meet deliveries. For the Ground-Based Radar (GBR) Value Stream this meant a 3X increase in throughput, a travel distance reduction of 13 miles/system, pull from work-cell to work-cell (Transmitters, Receivers, Power Supplies, Row-feeds, and Harnesses). The resulted in a Syracuse Win for the 2003 Industry Week 10 Best Plants Award. Finally, as Value Stream (VS) Leader, I drove the GBR Subassembly Team performance (80+ assemblers, testers, and manufacturing engineers), meeting aggressive schedule and cost goals. I also nurtured entry-level talent as the Operations Leadership Development Program (OLDP) Site Lead and lead for the corporate curriculum.

Operations Engineering Manager (Electronic Systems, Camden, NJ) [since divested to L3]

May 1993 to July 1996 (3 years 2 months)

After success in supporting production from an engineering role, I was promoted to lead a team of represented and non-represented manufacturing and test engineers (22), meeting aggressive production readiness schedules for COMSEC, Space, and Army Sensor Programs. A key initiative was the transition of PWA assembly capability from the Regional Electronics Center in Bridgeport to Camden, which included production floor layout, capital planning and acquisition, workforce training, and production planning revisions. I then led the development and installation of the first Space Qualified (Goddard) Surface Mount PWA line in Electronic Systems.

Engineering Project Leader (Electronic Systems, Camden, NJ) [since divested to L3]

August 1992 to May 1993 (9 months, promotion opportunity next)

I led a team of 10 electrical and mechanical engineers supporting COMSEC production and new design of rugged secure phone, meeting production sales goals. I drove implementation of Lean manufacturing and solved reliability acceptance test problems on the Airborne Split Remote Control Unit program, avoiding cost and schedule miss.

Senior Systems Engineer (Electronic Systems, Camden, NJ) [since divested to L3]

June 1988 to August 1992 (4 Years 2 months)

As Mechanical systems engineer for the Space Station Communications and Tracking (C&T) System, I developed system specifications and conducted configuration trade-offs. This included international subcontract (SPAR Aerospace) technical support, ICD development, and fact-finding for TDRSS Ku-Band and S-band antennas. I led the mechanical engineering effort on trade studies for TDRSS Antenna Transmitter/Receiver placement, controller placement, fiber vs. coax cable network, and EVA UHF patch antenna placement. I received a NASA Commendation for leadership of C&T Thermal Control Design Review.

Mechanical Design Engineer (Electronic Systems, Camden, NJ) [since divested to L3]

June 1983 to June1988 (5 Years)

As a Design Engineer for SATCOM ground terminals, I supported First Article Testing, then traveled to 10 domestic Air force bases with a technician to incorporate retrofits, beating the program`s retrofit schedule, while developing excellent customer relations. I then led the Space Station Communication System hardware cost proposal bid package development and RF packaging concepts for Orbital Replacement Units; and also developed text and graphic content for mechanical sections of Space Station Proposal - learning from rigorous -book boss- reviews by the prime for Work Package 4, McDonnell Douglas. Winning this contract was an early career highlight.

Education

BS Mechanical Engineering, Lafayette College

MS Engineering Management, Drexel University

Key Training and Symposia

2011 Managing Fixed Price Contracts; Executive Program Mgmt; Setting the Stage - New Business Opportunity Mgmt

2010 Apollo Root Cause Analysis; IS&GS-Civil Technical Exchange Conference/ CE&T Conference/Affordability Workshop

2007 Electronic Systems (ES) Blackbelt Conference Presenter - IMS/IMP; Conference (ES) - Full Spectrum Leadership Training

2003 LM Lean/Six Sigma Blackbelt Certification

2002 Senior Leadership Development Institute (Carnegie Mellon); Disruptive Technology Seminar (Clay Christiansen)

1998 Six Sigma Blackbelt Training - Air Academy; Mistake-proofing Training - Eastern Michigan University

Certifications

Lockheed Martin - Current Blackbelt certification/practitioner

Lockheed Martin - Level 2 PM Assessment 10/12/12

PMI - PMP Certification in Process

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