SUMMARY

Senior-level professional with comprehensive experience in P&L, operations, lean manufacturing, and Six Sigma. I have in depth knowledge of creating as well as implementing training and team building programs. I have large-scale project leadership, purchasing, global supply chain management including strategic planning.

ACCOMPLISHMENTS

Led aerospace manufacturing operational reorganization, slashing expenses $1.5M, cutting cycle time 83%, and positioning firm for 20% growth in 1 year

Developed and executed lean manufacturing strategy to revitalize distressed operation, avert loss of key business, secure new contracts, and retain staff.

Methodology modeled by Fortune 500 manufacturers, featured in Assembly Magazine, and won “Best Operations Transformation” of 10 US projects.

Grew revenue 20%, trimmed inventory 38%, and reduced supplier lead time 30% in 1 year for $100+ M division

Centralized materials operations and restructured international supply chain strategy to surpass 100% of fiscal and production objectives.

Forward-thinking manager who blends strategic and tactical expertise to maximize performance and heighten competitive advantage

Created and implemented leading-edge cross-training program and successfully automated entire operation resulting in 35% sales upswing to $130M.

Increased revenue 25% and production volume 30% without increasing staff; mapped value stream and introduced 3rd party solutions.

Boosted output 32% (4X objective) in 18 months; cut lead time 86% (from 14 to 2 days) and developed/deployed utilization/capacity planning tool, driving expansion from 1 to 11 lines

Fueled 30% increase in 1st pass yields, saving $250K; piloted benchmark QA directive and realigned testing philosophy; established and led “defect deputy” program modeled for use companywide.

Results-driven pacesetter adept at identifying and seizing opportunities to bolster efficiency while paving the way for growth

Reduced turnaround time 60%; built and managed cross-functional process improvement team for repair division.

Propelled 91% reduction in cycle time (43 to 4 days); instrumental in deploying demand flow processes and associated training.

Improved production efficiency 50% and yields 40%; key player on 6-member Six Sigma process improvement team.

Increased capacity and delivered complete plant layout transformation in 7 months with zero shutdowns for 24/7 operation.

Built partnerships with local colleges to establish highly successful on-site technical training programs resulting in 15 additional internal Technicians receiving Engineering Certificates.

CAREER EXPERIENCE

Serenity Point- Volunteer

Dec. ’15-current

Transtar

Cookeville, Tennessee

Materials Manager

Oct. ’14 –Dec. ‘15

Responsible for Purchasing, Planning, Reverse Logistics, and all Stockroom functions including incoming receiving in a Remanufacturing environment for Torque Convertors in the automotive industry. Managed over 60 materials personnel.

Increased Fill Rate by 30% for Critical parts by re-engineering our parts with Suppliers.

Increased Inventory accuracy by 25% by developing a new automotive scanning program.

RrRe

And implemented Cycle Count program in Main Stockroom.

Inventory Accuracy

Ficosa

Crossville, Tennessee

Section Manager/ Program Manager

Aug. ’12-Oct. ‘14

Lead Kaizen Events to improve Cycle-time and Quality by 30% in all areas of Operations.

Implemented Toyota System for increased productivity by 23% for all Ford Lines. Total PPM improvement by 42%.

G&L Manufacturing

Cookeville, Tennessee

Materials Manager

-Nov. ‘10- Aug. ‘12

Created standard reporting and action plans to reduce overall inventory reduction by 30% while increasing revenue by 25% through daily supplier JIT delivery program.

Negotiated and implemented daily supplier trucking drops with large supply base at no cost. Negotiated contracts to reduce overall cost by 20%.

BAE Systems

Tempe, Arizona

Operations Manager

-Feb ’09- Oct. ‘10

Identified gaps and created standard reporting and customized KPIs to track new programs, quality issues, labor efficiency, and indirect vs. direct charging metrics. Efficiency improved from 75% to 93% by the end of 2009.

Created new process for Retrofits, including resource contracting with other BAE facilities. This was crucial for Production resources to be utilized internally, and resulted in a 20% cost reduction

TIMKEN Aerospace

Mesa, Arizona

Operations Manager

Aug ‘07 – Feb ‘09

Recruited to turn around distressed operation acquisition. Increased revenues from $400K to $1.5M monthly, positioning company to complete multi-million dollar acquisition within one year.

Identified gaps and created standard and customized KPIs to track and improve performance throughout the facility.

Led multiple Kaizen optimization events, resulting in reduced cycle time (25% in first year), redesigned facility layout for best product flow, created facility SIOP Plan, improved on-time delivery 70%, and 1st pass yield 28%. Other results follow:

oImproved Customer and Purchasing On-Time to Request % from 60% to 90%, and 66% to 93%, respectively, through analysis and work process ownership assignment.

oImplemented multiple safety procedures and operational work-flow changes following failed OSHA audit. Passed subsequent audit and reduced Lost Work Time Recordables from 13 in 2007 to 1 in 2008.

oDeveloped reporting for multiple areas including: Daily Ship Dollars, Inventory Control (Reduction/FG/RM/WIP), and Overdue PO Dollars. This resulted in Daily Rate shipments instead of monthly shipments, reduction of Aged WIP $500K and Overdue PO dollars from $1M to $100K.

Led team for due diligence investigation and acquisition of a $20M dollar competing company, resulting in 35% reduced overhead costs for combined facilities.

oPlanned and executed the subsequent site relocation, 60% under budget and the acquired product was shipping from our facility in 2 days.

Honeywell

Aerospace Mechanical

2004 - 2007

Master Production Scheduling Manager

Phoenix-Az. Jul ‘06 – Aug ‘07

Led strategy to reengineer distressed department; hired 10 top talent individuals in 3 months to bolster MPS team and reorganized group.

Scheduled and executed $24 M in monthly sales; managed 26 exempt employees.

Discovered, researched and led implementing a new bolt-on software reporting system to SAP Webplan, improving process links across multiple functions and resulting in a dramatic On-Time Delivery increase from 72% to 90% within 9 months.

Honeywell

Automation Control Systems (ACS)

2004 - 2007

Supply Chain Area Scheduling Manager

Mar ‘04 – Jul ‘06

Directed creation of centralized internal supply chain/materials management group, reducing inventory from $10M to $7M in 2 years; managed $24 M P&L and 30 multifunctional staff; created standard Job Descriptions for all job responsibilities for my department.

Managed relations with international suppliers (China, France, US); revised rep structure and established Kanban system, resulting in reduced cycle-time from 30 days to 1 day.

Hamilton Sundstrand

1997 - 2004

Operations Center Manager

-Phoenix- Az. 2002 - 2004

Spearheaded reorganization, rolled out lean manufacturing processes, and initiated progressive value engineering program. Subsequently, ours was the first plant site awarded the Gold Achieving Competitive Excellence medal. Our increased capacity and QA processes resulted in an additional $60M of business awarded from other plant sites.

Oversaw $100 M P&L and 80 staff (manufacturing management, engineering, testing, planning, purchasing, customer service) in FAA-, ISO 9000-regulated facility.

Piloted highly successful operational/plant layout transformations; instituted lean manufacturing and optimized performance. Our team implemented a Value Stream mapping tool which identified redundant flows, material handling waste, and disruptions to flow due to inaccurate work instructions, ultimately resulting in cycle-time reductions of 86%.

Area Manager

1997 - 2002

Managed $100M P&L and 120 staff in production, testing, and purchasing for large circuit board manufacturer.

Successfully led effort to achieve stand-alone P & L status, secured top honors for quality improvements, and created innovative training program.

Varian Electronics

Phoenix, Arizona

1994 – 1997

Manufacturing Team Leader

Managed $60+ M budget and 80 staff (manufacturing/engineering) for $80M contract manufacturing house. Created facility Wait Work boards to reduce overall cycle-time by 45%

Headed training department to implement training programs for Lean Manufacturing, English as a Second Language, and Team Building for improved communication and productivity. These initiatives resulted in 25% revenue growth in 2 years.

Honeywell Aerospace

Phoenix, Arizona

Operations Planner

1989 – 1994

Team member on cross-functional team to implement first JIT Work cell in facility. Created Wait Work Boards, Customized Change Order process through Engineering to ensure traceability. Reduced lead-time from 35 days to 3.

Led and Implemented Supplier-Stocking program in Work cell to reduce material handling and lead-time. Barcoded Kanban bins and had same day delivery.

Motorola

Phoenix, Arizona

Operations Scheduler

1984 – 1989

Team Member of Six Sigma project which enabled 23 cycle- time reduction and 0 defects from Incoming Inspection through end-item shipment in Secret Clearance government facility.

Mesa Public Schools

1980 - 1984

Special Education Teacher

Taught LDS Elementary Students in Resource Room. Created individualized tools that specialized in sensory and cognitive learning to develop best learning method for each student.

Part of a Multi- Disciplinary team to test, and evaluate each individual student for best educational environment.

Education

Master of Science, Project Management, Keller Graduate School of Management Bachelor of Science, Education, Arizona State University

Lean Certified Green Belt Certified Six Sigma Certified

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