Manager Management

Kaveh Maleki

**** *** *****, ******* ** *****

***********@*****.***

Tel: 626-***-****

HIGHLIGHTS/ACCOMPLISHMENTS:

Demonstrated the ability to quickly learn organizational processes, workflows, policies and procedures

Earned a reputation for rapidly and calmly resolving client complaints.

Repeatedly achieved superior marks on client evaluations.

Program/Project Management, Contracts/Subcontracts and Financial Management including; Business development, proposal/contract negotiation, contract administration, procurement, cost analysis, controllership, and change/risk management. Prime and 1st-tier supplier level experience, domestic and international efforts, commercial and government (secret clearance) program experience, team staffing and development.

Motivated, accountable and effective staff member with strong interpersonal skills, focused on both the development of lasting customer relationships and bottom line financial performance.

CORE COMPETENCIES:

Lean Manufacturing Processes

Leadership, Training and Team Building

Project/Program Management

Customer Service

Production Planning/Scheduling

Total Quality Management

Budget Control & Cost Analysis

Processing Improvement

OSHA/Safety Protocols

Procedure Development

PROFESSIONAL EXPERIENCE:

CUSTOM CONTROL SENSORS 1/2016 TO 7/2016

ASSEMBLY OPERATIONS MANAGER (CONTRACT)

Manage assembly, manufacturing engineer team and planning with a focus on Safety, Quality, Cost, and delivery goals for the assembly area.

Develop and accomplish departmental goals in relation to Safety, Quality, Delivery, Cost and Inventory.

Responsible for maintaining and executing production schedules and quality standards.

In charge of overseeing the work and progress of two supervisors (each in charge of 30 non-union operators), three manufacturing engineers and three planners

Assign work, delegate duties, and oversee training and development.

Plan and administer procedures and work instructions in accordance with company’s ISO 9001 quality management systems

GLENAIR 9/2015-1/2016

PRODUCTION MANAGER (CONTRACT)

Managed the Production of Active Components Group, supported group of 40 people, reviewed internal work flow processes and documents, and improved departmental efficiency as necessary.

Worked with manufacturing engineers and assembly personals to support production line and new development programs.

In charge of overseeing the work and progress of one supervisor (in charge of 42 non-union operators), two manufacturing engineers and two planners.

Developed and implemented detailed monthly production plan for a production group, by implementing Inventory Management System and Location Report for each are of the production. Reviewed work product of reporting staff.

Created a broader long-term production plan base on sales forecasts to anticipate future manpower, material and equipment, and also to maintain the training programs, both formal and OJT, to improve the skills and performances of the team.

Member of the AS 9100 and auditing team, auditing 10 departments per year in Glenair.

SENIOR AEROSPACE SSP 7/2012- 7/2015

PROGRAM AND ASSEMBLY MANAGER

Managed and oversaw the work and progress of two supervisors (each in charge of 48 union operators), two manufacturing engineers and three planners.

Rebuilt Flow Line that had fallen apart (schedules had been abandoned, customers had been attempting to withdraw form their contacts) rewrote statement of work, negotiated changes with customers, rebase lined schedule and secured a $12million contract for the next three years.

Improved the measured quality 60% and result of having the 98% first time yield. Decrease policy returns by 97%. Improved the efficiency by 35% and result of having the 94% output.

Virtually launched and led global high priority project, integrating teams across productions. Within 4 months we have reduced the Past Due Backlog from $1.8M to less than $400K.

Turned imminent failure into reference project. Applied virtual Operation management to resolve “impossible” problem: important customer threatened to withdraw its business because of productions failure to correct products problems.

Improved the capacity, efficiency and implementation of the Sales, Inventory, and Operations Planning (SIOP) process to better level load our shop for success.

PRODUCTION PLANNER MANAGER AS A MEMBER OF SMALL COMMERCIAL (BOMBARDIER) VALUE TEAMS

Managed and oversaw the work and progress of four supervisors (each in charge of 50 union operators), four manufacturing engineers and four planners.

Created a schedule and planned the process for each department and brought the efficiency up to 92%.

Ran daily production meeting to engage Supervisors and Planners to communicate with hourly technicians, communicate customers’ priority, and discuss resolution of issues affecting the product flow, which reduced the number of issues by 85%.

Reduced 30% lead time by studying the process and eliminating all the non-added value process.

Managed production of all small and 20% of Large Commercial aircrafts.

Managed 400 different Lines for all departments’ and their commitments. Attended daily base meeting with supervisors and the Planners to track their performance against other areas of the shop and resolving the engineering planning. Look ahead for six months for scheduling the production and planning.

GENERAL ELECTRIC AVIATION 1/2010-2/2012

SUPERVISOR MANAGER AS A MEMBER OF THE REPAIR AND OVERHAUL VALUE TEAM (HYDRAULICS)

Managed and oversaw the work and progress of two supervisors (each in charge of 40 union operators), two manufacturing engineers and two planners.

Enhanced Material Visibility: improved visibility to material shortages by driving faster teardowns and entering parts requirements directly into the system reducing evaluation queue by 78%.

Improved Communication in Repair Shop: Ran daily production meeting to engage hourly technicians, communicate customers’ priority, and drive resolution of issues affecting product flow which reduced the number of issues by 70%.

Implemented our metrics to better reflect our process in real time.

Organized Repair Process Flow by creating a process map and training technicians on hydraulic parts for our programs such as Ch-47 helicopter and F-15.

PRODUCTION ENGINEER PLANNER (F 15)

Supervised 40 employees (union), as well as the entire assembly process for F15 rudder dampener line as a member of the Military Value Team.

Reduced the backlog by $600,000.00 and helped increase overall productivity by 30%.

Monitored numerous parts through detailed manufacturing cycle, including outside processing, coordinating the schedule of production of variety of parts to ensure to meet the final products schedule of delivery by looking six months ahead.

Reviewed and allocated resources to meet customer’s demands.

Made presentations to upper management to report them the delivery, cost, labor and long term engineering issues that affect the program.

COMPUTER SKILLS

AutoCAD Software, Micro Station, SAP, Programming, Technical drawings and other computers graphics, Advanced skills in MS Office Suite applications (Word, Excel, Access, PowerPoint and Outlook).

EDUCATION:

California Polytechnic University of Pomona (9/2011-03/2014)

M.S. in Engineering Management and MBA

Graduate date: March 10 2014

GPA 3.70 (Deans Honor)

Project: Establish a Flow Line with 97% efficiency.

California Polytechnic University of Pomona (9/2008–6/2011)

B.S. in Civil and Mechanical Engineering

GPA 3.30 (Deans Honor)

Citrus Community College, Associate Degree (9/2005–7/2008)

Major in Natural Science.

Deans Honor List, 7 semesters, GPA 3.69

LICENSES:

EIT, PMP, Six Sigma Green Belt

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