Engineer Six Sigma

Gregory M. Rowell Business Strategy & Operations

972-***-****; *************@***.***)

More than 20 years of experience in process improvement, planning, cost reduction and project management in the

manufacturing, telecommunications, aviation/aerospace, retail and energy industries. Effective at managing cross-

functional teams as well as direct reports. Polished presenter with executive leadership and large audiences.

Expert at analyzing data and leveraging insights to drive organizational improvements and implement enterprise

best practices.

PROFESSIONAL STRENGTHS

Problem Solving and Strategic Thinking Project Management Articulate and Effective Communicator

Process Analysis and Implementation Cost and Inventory Control Relationship Building

Resource and Production Planning Quality Control Coaching and Mentoring

Six Sigma and Continuous Improvement Supply Chain Management Employee and Customer Training

KEY EXPERIENCE & ACHIEVEMENTS

August 2011 – May 2013

Bell Helicopter (Textron) – Sr. Staff Industrial Engineer, Hurst, Texas

Served as Sr. Staff Industrial Engineer within Bell Helicopter’s Rotors Center supporting the ‘blade layup’

value stream. Specific responsibilities included:

• Creating/managing production facilities and equipment layout (lean improvements).

• Conducting Time and motion studies, process development and improvements, us of the DMAIC

six-sigma methods to improve efficiency and effectiveness of business operations and return on

investment (ROI).

• Mentoring junior and senior level engineers in their core IE roles and work duties.

• Determining program system/resource requirements and performance to budget planning in

collaboration with the Program Operations Director.

• Scheduling ergonomic and various training programs for personnel concerning all phases of

production operations.

• Monitoring cost, schedule, and quality (i.e. generating recovery schedules), cost (metrics such as

unit performance to budget), quality (reducing defect and rework/repair hours) as well as

improving safety.

Significant accomplishments included:

• Over $1M in implemented capital approved projects.

• Improving overall performance to budget (efficiency) in my business units by over 20%, while

reducing headcount 25% -- during a time of increased production requirements.

• Developing a new metrics system for tracking performance daily performance to budget, that was

selected by the Director of Rotors to be implemented across the entire Rotors Center.

• Achieving over $50K in capital expenditures for implementation of safety improvements.

Improvements toured by the CEO of Bell Helicopter.

August 2007 – August 2011

Triumph Vought Aircraft Industries (Detail/Fab Shops) - Lead Industrial Engineer, Dallas, Texas

Served as a Sr. / Lead Industrial Engineer for the Machine Shops. Also, previous role served as Industrial

Engineering Team Lead for the Gulfstream G550 Program. Specific responsibilities included:

• Improving cost, assuring production is on schedule, managing quality and determining program

system/resource requirements and performance to budget planning.

• Creating and managing production facilities and equipment layouts

• Leading IE teams to establish accident measures and planning, scheduling ergonomic and various

training programs for personnel concerning all phases of production operations.

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Gregory M. Rowell – continued

• Leading/mentoring junior IE’s on planning and conducting cost control, inventory control and

operations time-studies. On the basis of these studies, develop ROIs, action and implementation

plans for facility modifications and revisions to operating methods to drive productivity increases.

• Working with the Detail Fabrication Program Leader in monitoring schedule (i.e. generating

recovery schedules), cost (unit performance to budget), quality and safety.

5933 Beth Drive, Plano, Texas 75093 *************@***.*** (H) 972-***-****

3

Gregory M. Rowell – continued

Significant accomplishments included:

• Helping secure an additional $63M in business with Gulfstream to assemble an additional seven wing sets in

2010. Planning included estimating manpower and capital investments required to achieve this additional

revenue. Led Industrial Engineering Team to develop detailed plans in preparation for this 20% increase in

capacity.

• Realigning Gulfstream G550 capital investments and manpower to address increased assembly/production rate

and to further enable revenue growth in underutilized business units.

• Developing "Spindle Engagement" metrics program including a daily reporting system to help

improve productivity and quality for designated 5-Axis Machines. Devised a process to move

from paper- based logbooks to electronic logbooks to help automate data collection and metrics to

present to senior management.

• Implementing a Six Sigma initiative for the Detail Fabrication Program Leader to reduce

operational costs and load balance and productivity. Project resulted in achieving/maintaining an

85% utilization rate and the driving of schedule to blue line within a two-month period.)

Estimated ROI was approximately $200K.

• Implementing a Total Preventative Maintenance program across the manufacturing floor in an

effort to drive/improve machine utilization. Repair costs were reduced by 20% and machine

utilization of greater 85% achieved and sustained.

• Implementing a two-phase Six Sigma initiative to improve layup machine utilization, reduce

operational costs and load balance to improve productivity. Project resulted in maintaining a 90%

utilization rate and driving schedule to blue line within three months of my hire. Estimated savings

of $200K.

• Eliminating/reducing porosity and the scrapping of C17 Horizontal Skins using the Six Sigma

DMAIC process. Developed several ROIs in excess of $200K (NPV); as a result, project resulted

in a zero scrap-rate from October 2007 to April 2008, when I transitioned to the G550 Program.

June 2006 – August 2007

HuaWei Technologies, Plano, TX – Program Manager/Hardware Ergonomics Lead

Global (Chinese) telecommunications company with U.S. R&D headquarters in Plano. Influenced product design

(in collaboration with design engineers) based on user research and technical requirements to ensure ease of use,

installation and serviceability from an ergonomic and industrial engineering standpoint.

• Conducted detailed time and motion studies as well as ergonomic assessments and task analyses of

product installations at field sites in the U.S., Thailand, China and Spain to streamline business processes

and minimize risk. Presented findings, recommendations and time/cost savings to HuaWei Chief of

Operations for R&D, VP of Shanghai Research Center and other corporate senior management.

• Coordinated with global R&D and installation teams to implement recommendations as approved by senior

management. Developed telecommunications ergonomic guidelines for use by engineers and installation

teams to help ensure efficient, safe and cost-effective product designs and installations. Use of guidelines

resulted in an estimated 10% savings in hardware installation time across the enterprise.

October 2004 – May 2006

The Home Depot, Atlanta, GA – Manager, Process Operations

Led the development and implementation of installation processes and procedures for installing/remodeling custom

kitchens, bathrooms and additions, which were deployed across North America in support of 34 EXPO Design

Center and 1,900 Home Depot stores.

• Responsible for establishing process metrics and quality assurance audit criteria to ensure accountability of

installation associates and general contractors and to identify opportunities for both cost and operational

improvements. This included new process development, planning, training and final implementation of the

new process, which resulted in a 10% reduction in overall installation time and a cost savings in

excess of $2 million via realignment of field manager work responsibilities.

5933 Beth Drive, Plano, Texas 75093 *************@***.*** (H) 972-***-****

4

Gregory M. Rowell – continued

• Partnered cross-functionally with sales, product design, logistics and store operations to ensure processes

flowed without stopgaps within each phase of a project (i.e., from contract signing to design to fulfillment to

installation).

• Conducted random audits on location to ensure field project managers were adhering to processes and to

ensure quality of installations and presented to senior/executive leadership the audit findings and action

plan recommendations.

• Supervised two associates (West Point Alumni) participating in Home Depot’s Store Leadership Program

ADDITIONAL EMPLOYMENT

June 2002 – October 2004

Delta Airlines, Inc., Atlanta, GA – Sr. Business Process Consultant

(Promoted). Served as a continuous improvement consultant/project leader at Delta’s Technical Operations Center.

Collaborated with business units/departments to capture current state processes and map them as workflows, and

subsequently identified improvements through research and statistical analysis to increase productivity and reduce

cost. Projects included completing a current and future state process model for forecasting, purchasing, maintaining

and “loaning” aircraft maintenance tools and for “retiring” old/outdated tools from service – process improvements

resulted in an estimated 10% savings in labor hours and also reduced tool inventory by 10%. Overall cost

reduction was in excess of $1 million in fulfillment of my Six-Sigma Black Belt certification requirements.

June 2000 – May 2002

Delta Technology, Atlanta, GA – Senior Human Factors Analyst

(Subsidiary of Delta Airlines) Served as the ergonomics subject matter expert. Conducted usability testing and

design of various hardware and software products for enterprise-wide deployment and provided recommendations

to internal customers for improving usability of products. Independently identified project opportunities to secure

new business for the Usability Engineering Team of which I served as project leader.

July 1998 – June 2000

NCR Corporation, Duluth, GA – Senior Principal Human Factors Engineer

Responsibilities included human performance analyses, manual materials handling, and work-task

analyses, user requirements definition, ergonomic evaluations/design of various workstations (Kiosk,

ATM and Self-Service).

September 1992 – July 1998

Los Alamos National Laboratory, Los Alamos, NM – Technical Staff Member, ES&H Division

Chief ergonomics expert and founded/co-led the Institutional Ergonomics Committee. Provided industrial hygiene,

safety and ergonomics support as well as program counsel to operating groups to minimize or eliminate exposure

to physical (ergonomic), chemical and biological hazards. Instrumental in the development of the Industrial Hygiene

and Safety Field Operations Manual and Ergonomics Program/Standard. Re-instituted the Ergonomics and Safety

Program and trained over 2,000 employees on ergonomics (training to safety engineers and industrial hygienists

included metrics such as calculating ROI and pay-back periods for recommendation to leadership.

EDUCATION, TRAINING AND MEMBERSHIPS

M.B.A., Business Administration – University of Phoenix M.S., Industrial Engineering – Texas Tech University

B.S., Industrial Engineering – Texas Tech University (Cum Laude)

Certified Six Sigma Black Belt (since 2004) Certified Professional Ergonomist (since 1997)

Member, Institute of Industrial Engineers Member, Human Factors and Ergonomics Society

Held Department of Energy "Q" (Top Secret) clearance from 1992 to 1998

5933 Beth Drive, Plano, Texas 75093 *************@***.*** (H) 972-***-****

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