Manager Training

TITUS L. GRIFFIN, CPIM, PMP

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

Katy, TX 77449

Home 281-***-**** - Cell 832-***-**** - Office 832-***-****

E-Mail Address - ******@*******.***

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PROFESSIONAL EXPERIENCE

BAE Systems, Sealy, TX.

Director Maintenance, Facilities and Manufacturing Engineering

6/2009 - Present

I am currently the primary manager of the maintenance, facilities and

manufacturing engineering departments. Manager of 6 direct reports that

include: 2 manufacturing engineers, 1 facility engineer, 1 maintenance

general supervisor, and 2 project coordinators. Responsible for managing

the upkeep of over 57 million dollars of machinery and equipment, 200 acres

of real estate and 1 million square feet of building space. Responsible

for the management of all maintenance related activities regarding all

facility equipment to include production and support. P & L

responsibilities for all projects related to factory facilities, equipment,

supplies, critical spare parts and all other related spending. Responsible

for all facility activities related to business continuity and emergency

planning. Manage all project activities involved in the installation and

maintaining of production and facility equipment and machinery. Manage all

training activities for all skilled trade personnel. Insure all personnel

were trained in all safety, health and environmental factory guidelines.

Monitor and insure the facility maintained adherence to all Texas

Commission on Environmental Quality (TCEQ) regarding waste processing and

potable water. Monitor all safety related projects and insured all

projects remained in compliance. Manage facility utility usages and

coordinate trend data with all production departments as well as the

utility provider. I am the primary negotiator for utility contracts. I

coordinate the exchange of information between senior leadership and the

functional groups regarding maintenance, facility and manufacturing

activities.

. Reduced total recordable rate from 3.4 to 1.0

. Reduced department spending by 25%

. Reduced utility usage costs by 35%

. Increased machine runtime by 75%

. Increased preventive maintenance completions from 63% to 100%

BAE Systems, Sealy, TX.

Operations Manager Fabrication Shop 3/2008 - 6/2009

Manager of 468 hourly associates and 15 direct reports general supervisors,

supervisors, engineers, safety manager, and administrative assistances.

Core business is welding major components installed on the chassis of

family of medium tactical vehicles (FMTV) for the U. S. Army. Fabrication

shop also includes precision machining of castings department (Mazak),

flat steel precision laser cutting department (Trumpf), 5-axis laser rail

cutting department (Trumpf) and cargo bed welding department. Responsible

for all P & L decisions that includes all MRO, expense and capitol budgets.

Product assortment includes over 3200 vehicle components. Manage 24/7

operation and all of its personnel. Manage all personnel decisions that

include hiring, firing, safety and environmental. Manage production

performance and all continuous improvement activities that include kaizen

events, DOE, PFMEA and SPC.

. Doubled production output in less than 6 months

. Improved productivity and efficiency in all department by 15%

. Decreased recordable incident rate by 25%

. Reduced MRO spending by $750,000.

Luxottica USA Incorporated, Memphis TN.

Production Manager 2006 - 2007

Managed 72 hourly associates and 4 salaried employees. Monitored and

improve factory performance.

Titus Griffin, Page 2

Championed safety and environmental issues while adhering to quality

standards. Hire, train, schedule and counsel employees. Communicated to

employees and staff company visions and goals. Monitor spending, equipment

performance, preventive and predictive maintenance, and scrap reduction

activities. Championed of several Kaizen events used to improve production

performance. Responded to all customer issues and meet with customers as

required. Mapped value stream to insure work in process levels maintained

economic demand levels. Monitored daily production operations to meet or

exceed established quality standards. Installed and monitored statistical

process controls (SPC) insuring continuous improvement of quality levels.

Monitored the daily production flow of over 3000 jobs to insure each job

meets the promised delivery time.

. Improved production performance by 17%

. Installed systems that improved service levels 5%

. Redesigned corporate training documents

Team Industrial Services, Newark, DE 2006 - 2006

Operations Manager for Daimler/Chrysler

Managed 55 hourly and 5 salaried employees. Managed facilities

maintenance/housekeeping and prepared activity schedules to support over 3

million square feet of Daimler/Chrysler property. Maintained records and

documentation for operations, employees inventory controls and coordinated

with suppliers. Monitored production activities for waste and cost

controls. Maintained employee safety through training and proper

compliance. Sought additional business by developing case studies and

writing proposals.

SKF, (Industrial Division), Hanover, PA 2000 - 2005

Channel (Production) Manager

Manage machining, heat treat, grinding, assembly operations and related

personnel. (Hourly operators, supervisors, channel engineers and

planner/buyers) Manage the daily production operations for 5 bearing

product lines and an over $100K per day delivery requirement. Plan and

direct the channel group to achieve company and divisional manufacturing

objectives at the lowest cost consistent while maintaining total quality

requirements through a customer driven, team-based approach. Manage the

inception of new lean manufacturing processes and procedures. Champion of

several kaizen events used to improve production performance through setup

reduction (Single-Minute-Exchange-of Die), cycle time reduction and machine

layout. Designed and implemented kanban cues to improve material flow.

Used error proofing techniques to decrease scrap, waste and other

production problems. Installed 6-sigma tools in production process to

improve product quality and customer satisfaction. Installed statistical

process controls (SPC) in process to maintain standards and insure

continuous improvement. Conducted Failure Mode Effect Analysis (FMEA) and

developed process control plans to maintain process controls. Manage

change and the introduction of new product lines to assigned channels.

Manage the material flow department, maintaining the inventory accuracy of

all warehouse locations and opened production orders. Insure that all

manufacturing components work in process and systems levels are accurate

for current and future production orders. Monitor all system errors

related to production materials flow. Manage MRO inventory levels as well

as all purchasing requirements.

. Redesigned manpower with efficiency improvements increasing

productivity by 5%.

. Successfully negotiated grievances with union officials.

. Developed and implemented lean manufacturing systems that improved

channels efficiency by 5% and decreased work in process inventory by

3%.

. Trained supervisors in the collective bargaining process, improving

attendance by 3% and eliminating employee grievances.

. Redesigned warehouse locations and managed cycle counting procedures

that reduced and maintained error rate at below 1%.

Titus Griffin, Page 3

Premier Manufacturing Support Services, (Division DURR International)

1995 - 1999

Operations Manager for General Motors Corporation, GM Baltimore, MD

and GM Wilmington, DE

Managed 110 hourly and 7 salaried employees. Supervised facilities

maintenance/housekeeping and prepared activity schedules to support over 3

million square feet of GM property. Maintained records and documentation

for operations, employees inventory controls and coordinated with

suppliers. Monitored production activities for waste and cost controls.

Maintained employees safety through training and proper compliance. Sought

additional business by developing case studies and writing proposals.

. Redesigned employee assignments saving $240,000 per year.

. Negotiated grievances with union officials saving General Motors

$500,000 in grievance settlements.

. Developed audit system improving quality and eliminating customer

complaints in six months.

. Identified supply/chemical usage and storage system that decreased

supply costs 8% after one year.

. Reduced supply cost by defining and reducing vendors.

. Trained supervisors in collective bargaining, decreased lateness,

absenteeism, and increased job performance by hourly workforce.

. Analyzed and restructured employee safety training, decreasing the

number of OSHA incidents by 25%.

United States Army 1983 - 1995

Maintenance Training Developer/Instructor, Aberdeen Proving Ground, MD

(1988-1995)

Managed the development/implementation of training materials on maintenance

and operations of HVAC, power generation, high-pressure pumping units,

water purification equipment and other military equipment items. Created

job knowledge test and ensured all questions met clarity and accuracy

criteria. Have had 4 training pamphlets and 12 job knowledge tests

published.

. Certified Training Developer and Instructor

. Standup classroom instruction

. Training program evaluation and validation

. Designed computer based training

. Designed and conducted digital training broadcasted to several

locations

. Test construction, evaluation and validation

. Received several awards for training development

EDUCATION & CERTIFICATIONS

M.S.A., Human Resources/Labor Relations, Central Michigan University

Mt Pleasant, MI --1994

B.S., Business Management/Information Systems, University of Maryland

College Park, MD - 1992

Certified in Production and Inventory Management (CPIM), APICS, The

Association for Operations Management Houston, Texas - 2010

Certified Project Management Professional (PMP), PMI, Project Management

Institute

Houston, Texas -- 2010

TRAINING

Inventory Management Specialist Course

Utilities Equipment Repairers Course

Primary Leadership Development Course

Instructor Training Course

Titus Griffin, Page 4

Systems Approach to Training Course

Test Construction Course

Value Stream Mapping (APICS)

Lean Manufacturing Workshop (APICS)

Strategic Management of Resources ( APICS)

Execution and Control of Operations (APICS)

Detailed Scheduling and Planning (APICS)

Basics of Supply Chain Management (APICS)

Project Risk, Opportunity, and Procurement Management (PMI)

Project Management Fundamentals (PMI)

Project Management Costs and Control (PMI)

AWARDS

Graduated Deans List University of Maryland

Meritorious Service Medal for training development

Army Achievement Medal for exceeding standards during test construction and

validation

Army Commendation Medal for maintenance management performance

Air Force Commendation Medal for management of high priority requests.

Air Force Airman of the Quarter 3 times

Army NCO of the Quarter 2 times

Nominated for 5 Chairman's Awards BAE systems

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