Engineer Six Sigma
Resume:
Gregory C. Hildebrand
Middletown, CT 06457
712-***-**** (H)
860-***-**** (C)
*****@**.***
http://www.linkedin.com/pub/greg-hildebrand/5/524/723
Summary
Creative project management engineer with a Lean/Six Sigma Black Belt and experience in
research and development and product development. Proven track record in all phases of project
management and technology development – conceptualization and planning, conceptual through
detailed design, prototyping, testing, TRL progression, and transition to production. Led a $75M
proposal development effort. Was among the first at Pratt & Whitney to use A3 management.
Technical & Specialized Skills
Lean: A3 Management, PDCA, DMAIC, ACE, Value Stream Mapping, Root Cause, CDOV,
Corrective Action, 5 Whys, Process Mapping, SIPOC, Standard Work, QFD, HOQ,
Benchmarking, Kaizen, Setup Reduction, QCPC, Cell Design, Continuous Flow,
Visual Control, Mistake Proofing, KJ Analysis, I2DOV
Six Sigma: Design of Experiments (DOE), FMEA, Gage R&R, Regression Analysis, Power and
Sample Size Analysis, Process Certification, Control Charts, ANOVA, Confidence
Intervals, Student T Test, Paired T Test, Correlation, Risk Analysis, DFSS, Multi-Vari
Analysis, Red X, SPC, Reliability, BOB and WOW
TOC: Constraints, Current Reality Tree, Evaporating Cloud, Throughput, Inventory and
Operating Expense
Others: Project Management, MS Project, MS Office, Minitab, Composites (OMC and CMC),
NDE, Castings, Injection Molding, Work Instructions, TRL Development, SAP
Professional Experience
Quatro Composites, Orange City, Iowa 2013
Manufacturer of composite aerospace and medical parts, $35M, 150 employees
Director of Quality and Systems Improvement
Directed the development and implementation of company-wide Lean systems. Directed the
resolution of customer, vendor, and internal quality issues. Managed activity of QA Team Leads
and Quality personnel on both shifts to maximize productivity of the QA department. Oversaw
document control processes, and the development and deployment of work instructions.
• Developed a course in A3 Management and deployed it in multiple departments.
• Initiated a “Delivery and Quality Clinic” to improve company performance metrics.
• Directed cross training to eliminate QA specialties that were one or two deep.
• Worked with the Director of Compliance to add rigor to the development of Work
Instructions.
Pratt & Whitney, Middletown, Connecticut 2000 - 2013
Manufacturer of aircraft engines, $13B, 36,000 employees
Hardware Production Manager
Worked with designated suppliers (TurboCombustor Technologies, Whitcraft, PCC, etc.) to
improve their delivery and quality performance. Addressed both immediate and long-term issues.
Worked on a team assigned to advance the Lean maturity level of a procurement organization.
• Made key contributions in Value Stream Mapping and creating a SIPOC that enabled the
procurement organization to advance two levels of Lean maturity in 6 months.
• Helped a foreign supplier to resolve welding issues that had been causing an andon
situation.
• Used QCPC to manage the transition of a family of 32 parts from one sub-tier supplier to
another, while under constantly changing demand rate. This reduced turnbacks by 98%
over a 5-month period.
• Devised a statistical test to quantitatively compare two inspection methods, proving they
were equivalent, and avoiding a 71% cost increase and probable partial fleet inspection.
• Initiated an A3 Management project to improve one supplier's on-time deliveries from
below 50% to over 90%.
Senior Staff Engineer
Rewrote major composites processing specs, incorporating improvements from several sources.
Served as the P&W focal point for a series of Air Force ManTech (Manufacturing Technology)
programs, coordinating the research and product development efforts of multiple vendors, OEMs,
the government, and various departments within Pratt. Aided in the design of experiments, applied
statistical tools to test data, assisted in the development of test matrices, and analyzed the
reliability of systems. Worked with multiple small companies to give guidance to their SBIR
programs. Assisted with the fan blade development of a next generation commercial aircraft
engine.
• Successfully built business support for the use of QFD on a major new design initiative.
• Completed a revision of 4 major composites processing specs within in 3 months, meeting
a very difficult deadline.
• Designed an extensive database of manufacturing and processing data for ceramic matrix
composite parts to document all important processing parameters
• Identified a system that had a 22% chance of failure based on a reliability analysis of test
data. A material change and redesign of the parts resolved the issue.
• Patent pending for a fan blade tip treatment invention.
Integrated Product Team Leader
Conceptualized, planned, and implemented an R&D Icephobics program, which included a
combination of theoretical and empirical research, testing, and finite element analysis. Led the
development of a ManTech proposal worth $75M for improving the throughput and reducing costs
associated with composite engine components. The composites proposal was one of six parts of
a ManTech Phase 0 program. Developed quotes for key portions of new contracts, including
coupon and subcomponent testing, risk management, and all stages of design. Worked closely
with the Technology Manager to establish technology development plans and prioritize potential
future technologies based on payoff, feasibility, and cost. Participated in product line strategy
discussions.
• Was praised by the ManTech Phase 0 Proposal Managers saying my proposal “made the
other sections look bad in comparison.”
• Developed and implemented an R&D program to predict when ice releases from an airfoil.
Experts from the Army’s Cold Regions Research and Engineering Laboratory called it, “the
best plan we’ve ever seen.”
• Honored with a Pratt & Whitney Eagle Award for the Icephobics program, which was 5
times more successful than expected, and completed on time and on budget.
USAF Advanced Composites Program Office, Sacramento, CA 1989 to 2000
Part of the AFRL, the scientific research arm of the US Air Force, $2.4B, 5,400 employees
Aerospace Project Engineer
Assigned to investigate and report on maturity of a new “smart skins” technology upon joining the
USAF ACPO. Managed an ultrasonic cutting facility for the Air Force. As a project engineer,
responsible for the entire life cycle of projects including failure analysis, problem solving,
preliminary and advanced design using several CAD packages, finite element analysis, tool
design, prototyping, testing, and manufacturing support. Co-taught an Air Force-internal college
level course on composites theory.
• Briefed top management (up to 2-star Generals) on “smart skins” within six months of
assignment.
• Filed for 2 patents on smart skins within 1 year of assignment (only one was eventually
awarded).
• Achieved up to 71% material savings and 98% labor savings on individual ultrasonic cutter
projects.
• Sought out by an industry leader as the DoD representative in an international effort to
develop next-generation composites manufacturing and repair equipment.
• Revamped the matrix algebra section of the composites theory course.
Previous experience includes NADEP North Island (US Navy) and Bell Fiberglass Co., Houston
MN.
Education
Master of Science in Engineering Science
Rensselaer At Hartford (graduate school extension of RPI), Hartford, CT
Lean/Six Sigma Black Belt certification
Master of Science in Aerospace Engineering and Engineering Mechanics
San Diego State University, San Diego, CA
Bachelor of Science in Physics
St. John’s University, Collegeville, MN
Professional Development And Memberships
• Lean/Six Sigma Black Belt Certification
• American Society of Quality, former Voice of the Customer Chair, Hartford Section
• Sun Certified Java Programmer
• Entrepreneurial Training
• Security clearance (inactive), US government
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