Customer Service Manager

Steven H. Jones

Mobile: 210-***-**** www.linkedin.com/in/stevejonesoperationsleader ***************@*****.***

MANUFACTURING OPERATIONS LEADER

Versatile and energetic Operations and Manufacturing executive with more than 20 years of experience. Thrive on change and promote safety of the organization. Proven success in driving lean and continuous improvement initiatives to reduce cycle time, improve on time delivery, reduce inventory levels, reduce material lead times and further exceed customer expectations and performance in the business. Provide leadership in ISO 9000 and AS 9100 certified organizations. Outstanding communication and interpersonal skills, driving teamwork and accountability throughout the organization and mentoring subordinates. Demonstrate leadership and business impact by:

•Reducing cycle time by over 40%

•Improving on time delivery 45%

•Driving 4% profitability improvement in EBITDA

•Improving inventory practices resulting in increased turns from less than one to seven, reduced levels by 30% and improved accuracy

•Driving improvements in the organization of the production floor allowing increased product throughput

PROFESSIONAL EXPERIENCE

COBHAM ADVANCED ELECTRONIC SOLUTIONS, Lansdale, PA and Baltimore, MD 1/2015 - 8/2016

This international company provides critical solutions by moving data using RF, microwave, and high reliability microelectronics, antenna subsystems and motion-control solutions with over 10,000 employees worldwide.

Value Stream / Operations Manager and Operations Support (11/2015 – 8/2016)

Provided leadership of 8 departments including Machine Shop / Fabrication departments, Plastics / Composites fabrication, Paint / Finishing department and Inspection including strategic direction and planning for value stream, Safety, Health, and Environmental compliance, technical support and continuous improvements.

•Ensured Safety, Health and Environmental compliance was included as part of everyday activities.

•Provided technical support for concurrent engineering efforts such as providing machinist and technicians to discuss new designs and their manufacturability.

•Directed performance of all capital projects such as new paint booth installation and continuous operations of two sites.

•Fostered continuous improvement activities such as Kaizen events to reduce scrap and non-conformances in Paint Shop.

•Drove improvements in operational efficiency and reduced cycle time, increasing throughput by 30% and reducing / eliminating past due backlog.

•Drove organization to achieve customer satisfaction, on-time-to-promise and product quality. Performance was measured on a daily / weekly basis.

•Developed successors for organizational positions and partnered with local team to ensure a robust talent pipeline and career path while proactively addressing capabilities of the strategic talent pool.

Director, Manufacturing Operations (4/2015 – 11/2015)

Led Manufacturing Operations including all Fabrication, Assembly, Paint and Test for antenna and advanced electronic products. Managed Safety / Health / Environmental, Maintenance, and Plant Engineering for two manufacturing sites; coached team of eight managers and 250+ team members.

Value Stream/Operations Manager (1/2015 – 4/2015)

Responsible for leading all manufacturing operations including Composite and Antenna Assembly, Machine Shop Operations, Paint Operations, Product Inspection and Product Test for three supervisors and 40+ assemblers and technicians.

LAI INTERNATIONAL, Westminster, MD 10/2012 – 7/2014

A leading contract manufacturer of precision engineered components and assemblies for aerospace, power generation, defense, medical and other advanced technology industries.

Site Leader

Site level P&L for a $12+ million a year facility with direct responsibility for Environmental Health and Safety, Human Resources, Planning and Inventory Control, Shipping and Receiving, and Maintenance with dotted line responsibility for Site Sales. Led team of four Managers, three Supervisors, two Manufacturing Engineers with 40+ direct labor and support Associates across three shifts to produce parts for Aerospace, Industrial, Energy and Medical Customers using Water Jet and Laser technology. Led the implementation and use of Daily Management to improve Site performance.

•Improved on time delivery from 84% to 97%.

•Reorganized the production floor to provide space for two additional pieces of water jet equipment.

•Eliminated WIP with no activity in excess of 90 days.

•Improved inventory turns to over 10 consistently; reduced consumable inventory investment by 15%.

•Drove improvements in EBITDA by 4% for the Site.

TELEDYNE ENERGY SYSTEMS, HUNT VALLEY, MD 1/2008 – 8/2012

A technology leader in electrolytic, thermoelectric, and fuel cell systems; manufactures and supports customers around the globe.

Director of Operations

Partial P&L responsibility for $20 million segment of the business including Environmental Health and Safety, all Materials Planning and Purchasing, Production, Logistics and Facilities. Led team of six managers and supervisors and 60-70 direct labor and support personnel to assemble and test Thermo Electric power sources, fuel cells and hydrogen gas generators.

•Improved on time delivery from 54% to rolling three month average of 99.2%.

•Reduced the amount of floor space required by 25%.

•Reduced lead times for Hydrogen generators from 14 weeks to 9 weeks.

•Improved inventory turns from low of 0.7 to an average of 3.6 with a high of 5.4 turns annually.

•Reduced inventory levels from $6+ million to $3.5 million; improved accuracy from less than 90% to 99.997%.

•Decreased annual physical inventory variance from a negative variance of $40,000+ to a positive variance of $75

•Reduced overhead rates by over 25%.

L-3 COMMUNICATIONS, NARDA MICROWAVE WEST, Folsom, CA 8/2006 – 7/2007

Narda Microwave-West designs, manufactures and delivers complex RF Microwave components and subsystems to the defense, space and commercial industries.

Vice President, Manufacturing

Partial P&L responsibility for a $35 million business including Environmental Health and Safety, all Materials Planning and Procurement, Production and Facilities. Led team of five managers and 90 direct labor and support personnel to assemble and test active and passive microwave and RF components with primary use in Space / Hi-Reliability and military applications.

•Completed a record-breaking year for the division with profit margins 3 points above plan and sales dollars.

•Developed and implemented $4 million capital budget to support new programs and replace outdated equipment.

•Reduced required floor space by 15%, resulting in addition of equipment for new programs in development.

•Reduced past due backlog from just under $2 million to $1.1 million.

•Improved on time delivery from 60% to a high of 92%.

CRANE AEROSPACE & ELECTRONICS (formerly Signal Technology Corporation), Chandler, Arizona 9/2005 – 8/2006

Designs and manufactures advanced RF and Microwave components and subsystems for military applications.

Director, Manufacturing

Responsibility for a $27 million segment of the business. Led team of five managers, including Manufacturing, Manufacturing Engineering and Customer Service, with up to 100 direct labor assemblers and technicians to assemble and test active microwave and RF components with primary use in military applications.

•Drove improvements in throughput by 10-15% with a 10% reduction in headcount through normal attrition.

•Reduced backlog of customer returns by nearly 40%; reduced past due backlog by over $600,000 or 30%.

•Operating profits improved from 19.7% to 24.1%.

•Drove corrective actions with all teams to improve on time delivery, from a low of 50% to 80%.

•Developed annual operating plan with aggressive objectives to improve the long-range strategic plan.

HARRIS CORPORATION, Microwave Communications Division, San Antonio, TX 3/2001 – 9/2005

(Now Aviat Networks) Provides microwave radios for cell phone industry plus local, state and federal agency communication networks.

Manager, Production Operations

Led team of six salaried, eight indirect hourly staff members, and approximately 200 direct assemblers, testers and technicians and teamed with senior site leadership, Planning, Purchasing, and Engineering to build microwave radios contributing more than $200 Million in revenue

EARLIER EXPERIENCE

KWIKSET CORPORATION, A Black & Decker Company, Bristow, OK

Plant superintendent for this Manufacturer of locks and locksets.

GULFSTREAM AEROSPACE CORPORATION, Savannah, GA and Oklahoma City, OK

World leader in the manufacture of business jets.

Department Manager, Manufacturing; Technical Operations / Customer Service; Quality Improvement Administrator; Corporate Quality Improvement Office; Instructor, Training Department

MILITARY HISTORY

Staff Sergeant, United States Marine Corps, Honorably Discharged

Aircraft Electrical Systems Technician and Marine Security Guard

SECURITY CLEARANCES

Current DoD Secret

Previous final DOE “Q”, DOD TOP SECRET, SECRET, and CONFIDENTIAL, Industrial SECRET clearance

EDUCATION / CERTIFICATIONS / TRAINING

BS Industrial Technology, Southern Illinois University, Carbondale, IL

Six Sigma Black Belt Training

Lean Six Sigma Green Belt Certified – American Strategic Management Institute

Numerous Continuous Improvement and Lean Manufacturing Workshops

Leadership training

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