Manager Engineering

MARK D. PEARSON

Present Address: *** *** ***, *****, ** 71835, 662-***-****

Email: ***********@*****.***

SUMMARY OF WORK EXPERIENCE

Multi-disciplined engineer / manager with commercial and government program experience interfacing with all business units within a manufacturing organization: engineering, procurement, quality, safety, environmental, configuration/data management, contracts, business operations and development, industrial engineering, master scheduling, production control, shipping/transportation, facilities, and union/non-union manufacturing personnel, fabricating sheet metal, machined parts, metal bond and composite parts, sub & final assembly operations of large aircraft structures, and most recently, the manufacture, loading, assembly, and packaging of munitions.

SKILLS

Manufacturing Engineer (11yrs), Project Engineer (8yrs), Project/Program/Engineering/Ops Manager (11yrs)

Processes - Airframe assembly and composite / sheet metal / machined part fabrication; procurement; manufacture and assembly of percussion primers, detonators, mortars, and hand grenades.

Proposals - Technical writing, inclusive of manufacturing and tooling plans, capital equipment, facility requirements / layout, master schedules, and cost estimating

New Product Development - Mfg BOMs, supplier RFQs, source selection, planning, tooling, capital equipment, facility requirements, and NRE metrics

Tooling - Define approach/requirements, conceptual designs, and SOW for tool design, fabrication, and periodic inspection

Supply Chain - Purchasing/Supplier technical support, requirements definition, onsite and remote resolution of supplier technical / delivery constraints domestically and globally

Production Planning - Create standardized work Instruction for composite part processes and illustrated assembly planning in ERP system, floor modification/correction of planning discrepancies

Manufacturing - Daily floor support (GEMBA), IPT oversight to ensure engineering and quality requirements are achieved, assist in resolution of schedule constraints stemming from late or nonconforming parts / hardware and engineering design errors

Safety – Promoted safe working environment for manufacture, load, assembly, and packaging of explosives

Root cause and corrective action - Analyze repetitive nonconformances and develop short & long term corrective actions to build process with subsequent verification of problem resolution

Material Review Board - Support Engineering analysis of nonconformances, recommend dispositions for customer MRB approval, implementation of repair work orders

Engineering – Analyze and approve engineering drawings and model-based definition in AutoCAD and CATIA V5 for producibility, material, process, and testing requirements

Configuration management - Establish data management process and assess impact of engineering, material, process, or customer order changes, build package implementation, and verification of changes

Lean/Continuous Improvement - Identify and implement build package and process changes to reduce cost, eliminate waste, and increase manufacturing throughput

Microsoft Word, PowerPoint, Excel, Project; AutoCAD, CATIA V5; SAP & Visual ERP systems

EDUCATION & CONTINUING EDUCATION COURSES / SEMINARS

BS Mechanical Design, Oklahoma State University, 1985;

AS Engineering Technology, Louisiana Tech University, 1983

Program Management (Vought, Aurora Flight Sciences); Team Leader Development (Vought); Mid-Management Development (Vought); Lean Manufacturing (Vought); Value Creation (Vought); Key Characteristics (Vought); Advanced Composite Fabrication (ABARIS); CATIA V5 & ENOVIA (Rand); Defense Systems Acquisition Management (DSAM); Project Management (American Management Association); Microsoft Project (Day & Zimmermann); Technical Marketing & Proposals (AMA); Successfully Managing People (AMA)

EMPLOYMENT RECORD

Oct 2015 – Present: Day & Zimmermann Lone Star LLC, Munitions & Government, Texarkana, TX

June 2006 – June 2015: Aurora Flight Sciences Corporation, Columbus, MS

Jan 1986 – May 2006: Vought Aircraft Industries, Inc., Dallas, TX (now Triumph Aerostructures)

DETAILED WORK EXPERIENCE:

Oct 2015 – Present Day & Zimmermann Lone Star LLC – Texarkana, TX

Temporary employment was secured in the munitions industry after a change in marital status and relocation to SW Arkansas. My long term objective is to secure employment in the greater Houston area, preferably in a technical / engineering capacity.

Senior Engineering Manager (2015-Present)

Responsible for supporting manufacturing processes, project management, proposal writing, and establishing & maintaining budgets and schedules for a staff of fourteen engineers and technicians across three manufacturing sites in TX, AR, and KS, while enforcing a mentality in the engineering department of "On-Time, Under Budget."

Direct management and supervision of defined personnel; scheduling work assignments, evaluating performance, disciplinary action, promotions, discharges, etc.

Supervises, formulates, administers, and coordinates engineering projects, budgets, policies, processes, methods and procedures designed to improve operating performance, reduce waste and delays and otherwise promote cost reductions on a company-wide basis.

Supports cost estimating, capital improvement projects, planning, defining, organizing, monitoring, measuring and controlling past, present and future engineering activities.

June 2006 – June 2015 Aurora Flight Sciences Corporation – Columbus, MS

After a successful career in the military & commercial aerospace sector, my interest turned to the emerging UAV industry and my employment with Aurora Flight Sciences has offered me the opportunity to serve the leadership team in broad and multiple roles – working with engineering, procurement, quality, and manufacturing personnel on prototype development of small and large UAVs, fabrication and assembly on legacy military aircraft programs, and with customers to jointly develop new commercial aircraft programs.

Operations Manager (2007-2009) / Program Manager (2006, 2010) / Engineering Manager (2009-2010) / Senior Manufacturing Engineer (2011-2015)

Provided both technical and project management oversight of start-up manufacturing operations in Aurora’s newest composite fabrication and assembly facility (established in 2006) and to the Program Management Office in Manassas, VA for achieving manufacturing cost, quality, and schedule objectives.

Responsible for build package development (planning, tool design and fabrication) and manufacture of the Aurora-designed Orion Unmanned Air Vehicle (UAV) prototype program for the US Air Force, Aurora’s GoldenEye 80 UAV, the Boeing Phantom Eye liquid hydrogen-powered High Altitude Long Endurance (HALE) UAV wing assembly, Boeing Solar Eagle (Vulture II) solar-electric HALE UAV wing ribs, fabrication and assembly of legacy Sikorsky MH-60R Sonobuoy Launcher and S-92 Air Stair Door production programs.

Intimately involved in the proposal development, facility planning/capitalization, build package development, supplier quotation and selection, and process qualification for the Gulfstream (G500/G600) Advanced Aircraft Program’s composite horizontal tail and wing-to-body fairing production programs.

Established program health metrics, schedules, budgets, and staffing plans for manufacturing operations; provided oversight and led the tool design, tool fabrication, planning, procurement, and production activities to ensure effective execution of program and site requirements; presented departmental and program status at monthly operation/program reviews with the CEO and senior management staff.

Prepared labor, material, and tooling estimates, manufacturing plans, staffing and equipment utilization assessments, supplier bid packages, integrated master schedules, and technical/program text for new business proposals - approximately 47 proposals over an eighteen-month period representing over $540M of new business potential through 2020.

Conducted new hire interviews and annual employee performance reviews for a staff of four salaried manufacturing engineers and sixteen hourly workers and their salaried supervisor.

Jan 1986 – May 2006 Vought Aircraft Industries, Inc. – Dallas, TX

My employment with Vought Aircraft Industries spanned the era of ownership by LTV Aerospace & Defense – Aircraft Products Division, Vought Aircraft Company, and Northrop Grumman before the company was acquired by the Triumph Group in 2010 – working with all facets of the organization: engineering, procurement, quality, configuration/data management, contracts, business operations and development, industrial engineering, master scheduling, production control, shipping/transportation, facilities, and manufacturing personnel, fabricating sheet metal, machined parts, metal bond and composite parts, and sub/ final assembly operations.

Engineering Project Manager - Materiel Technical Operations, Boeing 787 Program (2004-2006)

Accountable to the Program Manager, Materiel Operations, to provide technical and supply chain project management oversight of Israel Aircraft Industries (IAI) $500M multi-year contract to manufacture fuselage structural components with advanced composite materials for fuselage section 47 floor beams, door surrounds, and section 48 pivot bulkhead.

Primary point of contact for Vought and Boeing Engineering, Quality, Operations, and Supplier Management teams for all IAI technical and schedule concerns; responsible for development, changes to the statement of work and manufacturing bill of material, flow down of determinant assembly requirements, and process qualification to Boeing specifications.

Integrated customer and supplier requirements within Vought’s enterprise team to ensure effective execution of all design and manufacturing requirements essential to the planning and tooling of the IAI product line.

Coordinated program plans and cost, quality, schedule objectives with Israel Aircraft engineering and manufacturing management to ensure supplier technical performance satisfied both Materiel Operations and 787 program goals.

Program Manager, USAF C5 Program (2000-2003)

Accountable to the Director, Lockheed Martin & Direct Government Contracts, to ensure effective integration of total requirements essential to the planning and directing of all organizations to achieve committed profitability and growth while maintaining customer quality and schedule performance to achieve the goals and objectives of the company.

Primary point of contact for Warner Robins Air Logistics Center’s procurement and engineering team.

Responsible for managing all aspects of the $86.2M C-5 Flight Control Surfaces (FCS) IDIQ spares programs to achieve committed profitability and growth while maintaining satisfactory customer quality and schedule performance.

Managed the development of a new build package which included conversion of legacy Lockheed engineering to model-based definition in CATIA V4, development of new tool designs, fabrication of detail and assembly tooling, implementation of determinant assembly techniques, and production of defect-free metal bond assemblies, metallic detail parts, and end item deliverables.

Achieved a 98.6% first-time first article acceptance rate on FCS program -- higher than any other Vought development program.

Led proposal capture team that resulted in an additional seven-year C-5 IDIQ spares contract with a USAF estimated value of $471M to design and fabricate new tooling to manufacture (128) structural airframe components.

Program Manager, Boeing C17 Support Programs (1998-1999)

Accountable to the Director, Boeing Military Programs, for managing all aspects of the program to achieve committed profitability and growth by ensuring effective integration of total requirements essential to the planning and directing of all organizations towards achieving the goals and objectives of the company.

Primary point of contact for Boeing’s Propulsion Systems Support IPT, Repair of Reparables Team, and Asset Management, United Services Maintenance Services (Charleston AFB), and P&W Customer Support.

Responsible for program spares/replacement parts financial and schedule performance.

Capture Team Leader for United Services (UAL) Spares Provisioning, UAL nacelle repairs, and Boeing Flexible Sustainment contracts.

Manage the repair of customer-returned parts and assemblies, providing direction and support to contracts, estimating, and pricing in the preparation of repair proposals to achieve acceptable customer turn-around time and company financial performance.

Represents the C17 spares program at Boeing Program Management Reviews.

Vought Aircraft Industries, Inc. – Dallas, TX (Continued)

Engineering Project Manager, Boeing C17 Program (1996-1997)

Accountable to the Propulsion Integrated Product Team (IPT) Leader (program manager) for resolution of all Propulsion customer support issues and for oversight of assembly affordability initiatives on the Boeing C17 Globemaster III nacelle assembly and quick engine change (QEC) kits (inlet and core reverser).

Managed customer-requested quality investigations providing results-oriented cause & corrective action responses to Boeing Quality.

Coordinated with Boeing supplier management and engineering to implement customer-directed changes.

Established program objectives for the repair of customer-returned nacelle assemblies, providing direction and technical support to contracts, estimating, and pricing in the preparation of repair proposals.

Provided program support and direction to the Assembly and Shop Support Teams in the implementation of process improvements and above-the-shop-floor cost reduction initiatives to achieve program cost reduction goals.

Represented the Propulsion IPT at Boeing/P&W Technical Interface Meetings and Boeing Sub-IPT meetings, continuing as the primary point of contact for P&W F117 field representatives and Middletown/East Hartford customer support management.

IPT Leader, Boeing C17 Program (1995-1996)

Accountable to the Propulsion Program Manager for all technical issues and activities associated with the assembly and delivery of the Boeing C17 Globemaster III engine build-up assembly and QEC kits.

Ensured a quality product was delivered on schedule within cost targets.

Managed the implementation of customer-directed engineering and internal changes, and resolution of internal and external supplier corrective action impacting product quality.

Represented the Propulsion IPT at Boeing/P&W Technical Interface Meetings and Boeing Sub-IPT meetings.

Primary point of contact for P&W F117 field representatives and Middletown/East Hartford customer support management.

Selected for special assignment to lead a twelve-man engineering team correcting over 650 build package design deficiencies with the implementation of value-added design changes beneficial to both assembly manufacturing and parts suppliers.

Reduced the backlog of open engineering change requests within a six-month period to a level manageable by Liaison Engineering’s limited resources without exceeding budget limitations.

Resolved nacelle integration issues by teaming with Boeing and their pylon supplier to determine root cause and implement joint corrective action; utilized digital photography and email notification to identify Pratt & Whitney (P&W) F117 engine quality escapes facilitating real-time resolution by P&W assembly operations.

Directed the implementation of nacelle build package and assembly process improvements resolving aerodynamic mismatch conditions to reduce build package discrepancies and eliminate customer nonconformances – Boeing nominated the team for the Silver Eagle Award for our efforts.

Promoted the use of statistical process control methods and established supplier key characteristics to minimize inlet and core reverser assembly fit problems attributed to subassembly and supplier part variances.

Project Manager, Boeing C17 Program (1992-1994)

Represented all product development functions (engineering, manufacturing engineering, planning, and tooling) to ensure accurate and timely submittal of internal and customer proposals.

Reviewed and approved build package change proposals, supported business operations during customer fact-finding negotiations, and managed cost account work packages.

Implemented a common process for coordinated statements of work for Engineering, Manufacturing Engineering/Tooling estimates.

Assessed the impact of customer requested change proposals, and verified the accuracy of the product development build package prior to customer submittal.

Established the process and coordinated statements of work with the customer for repair or retrofit of government and customer returned nacelle hardware, achieving 100% contract schedule performance.

Vought Aircraft Industries, Inc. – Dallas, TX (Continued)

Manufacturing Project Engineer - Specialist, Boeing C17 Program (1987-1991)

Responsible for coordinating the design, manufacture, and inspection of tools, detail parts, and assemblies during full scale engineering development of the Boeing C17 nacelle program.

Coordinated and directed the technical activities of subordinate manufacturing engineers, production engineers, and tool designers. Rapid promotion from Senior to Lead, then Specialist prior to re-assignment as Project Manager.

Created plans for assembly manufacturing, master tooling, interchangeability & replaceability (I&R), and shipping for the inlet and accessory compartment doors during program startup.

Conceptualized the design and oversaw the fabrication of assembly tooling. Build package responsibility expanded to include the core reverser and engine build-up assembly.

Coordinated a multi-departmental statement of work for the superplastic-formed diffusion-bonded fan reverser proposal.

Manufacturing Project Engineer - Senior, Rockwell B-1B Program (1986-1987)

Performed manufacturing assignments that involved research of technical task descriptions, analyzed data as required supporting manufacturing problem resolution and other functional department requests.

Assisted in analyzing new and revised engineering requirements. Promoted to senior manufacturing engineer.

Successfully completed a six-month induction-training program that embodied enhanced work assignments in assembly & detail planning, assembly tool liaison, sheet-metal liaison, machine parts liaison, and bond shop liaison prior to being assigned to the B-1B aft and aft-intermediate fuselage sections.

Resolved aft radome I&R tool coordination problems and implemented corrective action to minimize longeron attach hole mismatch between the aft to aft-intermediate fuselage encountered at Vought’s offsite integration facility.

REFERENCES

Jeff Haney, Senior Buyer, Supply Chain Management, Weyerhaeuser, 662-***-**** *********@*******.***

Reed Morren, Plant Manager, Eaton Aerospace, 662-***-**** ***********@*****.***

Kevin Owens, IPT Manager, Mfg Operations, Gulfstream, 912-***-**** *****.*****@**********.***

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