James Hoke

***** ****** **** - **********, ** ***42

acs484@r.postjobfree.com - 757-***-****

EDUCATION

Master of Business Administration, Specialization in Management

Strayer University

Bachelor of Science, Major in Computer Information Systems

Saint Leo University

Relevant Skills:

Senior Leadership/Management; Supply Chain Operations; Manufacturing Operations; Production Planning/Scheduling; Production Control; Vendor Management; Procurement; Resource Planning; Material/Inventory Control; Capacity Planning; Program Management; Team Building; Training Program Development; Change Management; Contract Bid/Proposals; ERP Implementation (SAP); Sales, Inventory and Operations Planning; Modeling and Simulation; Warehouse Management; Logistics; Theory of Constraints Project Management; Lean/ Six Sigma; Metrics Development/Review; Budget Development/Review; Presentations and Briefings; Developing/Improving Processes and Procedures; SAP; Cost Point; Cognos; BAAN; Axapta; Arena Modeling; MS Project, Visio, Access, Excel, SharePoint and PowerPoint

WORK EXPERIENCE

GEA Refrigeration North America - 2013 to Present

Head of Production Planning (NAM/LAM) – Large Industrial Refrigeration Product Manufacturing

Regional Head of Production Planning and Warehouse Operations. Production operations included at least the cutting, fabrication and assembly of steel parts and the manufacture of electrical panels. Products include large custom and standard industrial refrigeration units supporting the gas compression, chemical and food/beverage industries. Eight direct reports to include one manager. Multiple indirect reports.

Primary responsibility for leading production planning/scheduling, production/material control, warehouse operations and shipping/receiving. Additional responsibility included leading the procurement and logistics organization. Regional responsibility for leading planning strategy and development, creating and implementing standard processes and systems, operations planning and scheduling, supporting quotations, warehousing operations and working with two other regions to standardize/develop global processes and best practices.

Managed budgets. Revised and wrote standard operating procedures. Implemented Kan Ban and VMI. Key team member for Lean implementation efforts. Lead multiple process improvements leading to significant improvements in at least material flow, problem identification and resolution, cost reductions and on time delivery. Results included significant reductions in inefficient direct and indirect labor expenditures.

Completed training in Lean/5S and actively working on training courses leading to CPIM certification.

Medimmune Biologics - 2012 to 2013

Production Planning and Scheduling Manager - Biologics Manufacturing

Managed Production Planning and Material Planning. Products manufactured were vaccines. Lead Cross-functional teams. Five direct reports.

Initiated, sponsored and lead multiple process improvements resulting in improved planning and scheduling processes, reduced production involvement in non-production related work, improved usage of ERP system (SAP), increased problem identification/resolution and increased cross functional communication.

Completed one of five CPIM certification courses.

Manitowoc Cranes - 2011 to 2012

Production and Inventory Control Manager - Mobile Crane Manufacturing

Managed Production Control and Material Control operations for mobile crane manufacturing operations across three large focus factories and receiving. Focus factories produced cylinders, booms, structural assemblies and fabricated plates/shapes. Material control operations controlled the flow of thousands of large and small purchased and manufactured parts daily. Receiving operations included the management of purchased parts averaging 2.8 million in receipts per day. Managed warehouse, parts shipping, logistics and stocking requirements. Six direct reports and multiple indirect reports.

Extensive hands on involvement with shop floor operations. Motivated teams and managed cultural change. Resolved problems in the fabrication shop, receiving, warehouses, paint lines and assembly work cells caused by material flow, work cell arrangements, process issues and quality issues.

Used Lean Six Sigma methods to: organize and build teams, map out processes, rearrange work cells and control release of material and semi-finished goods. Results included: reduced storage needs, decreased handling operations, decreased lost and damaged material, efficient flow of raw materials and semi-finished goods, earlier identification of quality issues, decrease in weld and paint defects, increased inventory accuracy and improved resource utilization. Received the Presidents Safety Award for two quarters.

Member of the Lean Council and key player in managing ongoing Lean/Six Sigma Implementation efforts. Completed Six Sigma Red Belt Certification and classes in Theory of Constraints.

Northrop Grumman Shipbuilding and Aerospace

2002 to 2011

Production Planning/Scheduling Manager 2010 to 2011 (Shipbuilding Sector)

Managed production control operations in Structural Fabrication and Assembly work centers involved with the manufacturing of Virginia Class Submarines. Eight direct reports.

Key member of the Theory of Constraints Project Management team which planned and implemented a new method for controlling, executing and supporting shop floor manufacturing operations. This project involved significant focus on production operations and the associated cross-functional support requirements. This required significant team building skills to include the ability to manage a major cultural change for the shop floor. Implementation was successful and resulted in significant improvement to safety, quality cost and schedule.

Key Member of team chartered to plan a solution to doubling submarine production. This involved significant reviews of at least plant capacity requirements, equipment needs, work cell arrangements, staffing requirements and material flow.

Successfully started and managed an operations center. Developed key program performance metrics and associated presentations for all levels of program performance review. Lead the development of Database Information Systems that supported program operations resulting in the reduction of hundreds of hours of routine monthly work.

Completed Theory of Constraints Technical Expert courses and workshops.

Production Planning/Scheduling Manager III 2007 to 2010 (Technical Services/Electronic Systems)

MRP Department Manager responsible for managing Production Planning, Production Control, Master Scheduling, Shipping, Receiving, Material Control, Purchasing and Sourcing within the Aerospace industry. Business consisted primarily of government contracts for major maintenance, modification and overhaul of aircraft for the Military, Customs and Border Patrol, Drug Enforcement Agency and Forest Service. Fourteen direct reports consisting of one Manager, two Supervisors, six plus Planners, two Buyers, one Engineering Liaison, one Admin Assistant and one Master Scheduler. Multi-Site responsibilities. Budget responsibilities.

Significantly involved in or managed: proposal development, program management, ERP implementation, cost accounts, government contracts, program performance metrics/reviews, capacity/utilization plans, BOM/product structure development, subcontract management, and customer reporting requirements.

Initiated and lead Lean implementation efforts. Key member of the ERP implementation team responsible for full life cycle implementation of SAP. Program Manager for multi-million dollar Air Force program manufacturing complex electronics racks for aircraft. As a key team member, worked with IPT's translating Technical Requirements Documents and other documents into proposals and performance specifications.

Significant accomplishments included promotion to highest management level, top performance rankings, successful implementation of SAP, sector level employee of the month (twice), and development of tools used to simplify processes and reporting requirements.

Left Technical Services sector and transferred back to ship building sector due to multi-site shutdowns in Maryland

Production Engineer, Modeling and Simulation 2006 to 2007 (Shipbuilding Sector)

Developed Scheduling and Capacity Planning models for Aircraft Carrier and Submarine new construction projects.

Developed process maps, models, and databases.

Subject matter expert on shop floor operations resulting in significant improvements to modeling efforts.

Senior Manufacturing Engineer 2005 to 2006 (Shipbuilding Sector)

Senior Manufacturing Engineer for Structural Fabrication and Assembly. Primary responsibility was formal identification and implementation of process improvements for Aircraft Carrier and Submarine program operations utilizing Lean Six Sigma methods. Prepared and presented briefings to Senior Management. Developed and improved operating procedures.

Planned, created and implemented a “Gatekeeper” scheduling system designed to pull work through the shops and correct significant schedule variation associated with MRP push systems in job shop environments. Results included significantly less: production delays, bottlenecks, lost and damaged parts, inventory errors, labor hour requirements, and storage requirements. Cost savings and improvements to manufacturing operations associated with this project are substantial.

Senior Production Planner/Scheduler - Production Planner/Scheduler

2002 to 2005 (Shipbuilding Sector)

Planned and controlled highest priority material and production processes for Structural Fabrication and Assembly. Developed and managed Key Metrics.

Successfully implemented and lead a Dispatch Office responsible for proper release of work on the shop floor.

Successfully managed the Emergency Operations Center which consisted of a cross functional quick react team charged with identifying and acting on emergent and high priority production work.

Key participant in improvement projects including at least: implementing SAP, implementing Lean and implementing a Manufacturing Execution System.

Conducted comprehensive data analysis and created databases and spreadsheets used to monitor performance and identify improvement opportunities.

Managed problem collection and resolution processes targeting production floor delays resulting in: identification and resolution of root causes, increased cross functional engagement, reductions in problem resolution cycle times, identification of process improvement projects.

Military Experience - United States Navy

Manager, Supervisor and leader of Divisions, Teams and Work Centers with direct reports ranging from one to thirty personnel. Responsibilities included specific assignments in areas involving Communications, Navigation, Logistics, Operations, Career Counseling and Personnel/Admin.

Developed and managed databases. Maintained statistics. Developed complex models, charts, graphs and presentations. Created and managed division work schedules. Maintained, revised or wrote Standard Operating Procedures. Conducted internal and external program assessments.

Trained, evaluated and managed teams consisting of as many as 75 personnel. Developed and implemented training programs. Conducted performance appraisals for subordinates.

Lead self-contained team with varying specialties in communications, operations, engineering, construction, weapons and other support functions. Supported missions involving salvage operations, rescue operations, humanitarian operations and operations in hostile environments to include service in Northern Iraq.

Sustained superior performance (top performance rankings) with multiple performance and achievement awards to include an annual award for selection as the best of over one thousand personnel in performance/achievement.

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