Joseph R. Vinsant

Colorado Springs, CO 210-***-****

ad4ajf@r.postjobfree.com

Operations Manager and Industrial Engineer

Executive leader with expertise in multiple facets of risk and safety management, industrial engineering, management analysis, supply chain management/logistics, transportation, security, and human resources gained while serving 29 years in the United States Air Force. Extensive record of achieving efficiencies, cost savings and change through dissecting complex tasks, identifying and implementing quality improvements to processes, procedures staffing, and operations. Instrumental in implementing KPIs and balanced score cards to measure progress toward meeting ISO and military (MIL) quality established standards. Superb abilities in training and skill development, identifying strategic needs for operational effectiveness, productivity, and customer satisfaction.

Management Consulting

Data & Information Analytics

Strategic Planning & Analysis

Six Sigma & Lean Methodologies

Supply Chain & Transportation

Training & Skill Development

Human Resource Management

Strategic Personnel Initiatives

Safety/Risk Management

Regulatory Compliance

Process Optimization

Program Management

PROFESSIONAL EXPERIENCE

HQ SPACE OPERATIONS COMMAND/S1M, Peterson SFB, Colorado 11/2022 – present

Manpower, Organization and Resources Division

Sr. Manpower Funding Programmer / Sr. Management Analyst

NH-343-03 Tier 2 (GS-13) / 40 Hrs per Week

Supervisor: Mr. Dave Duke; DSN 692-5732

Senior programming advisor to HQ SpOC/CC and S1M. Provides expert management advisory service for comprehensive manpower requirement issues and organizational analyses of a wide diversity of organization functions and work processes and provides staff level management consulting capabilities to improve mission effectiveness, resource efficiency and resource savings. Project manages the cross-utilization of functional areas of expertise within the command, USSF, USAF, Air Force Major Commands (MAJCOM), Combatant Commands (COCOM), the Air Force Manpower Analysis Agency (AFMAA), and/or the Air Force Personnel Center (AFPC). Develops appropriate interventions for management on significant industrial engineering issues and solutions to especially complex problems of program improvement. Conducts policy reviews to evaluate the effectiveness of current policies and practices and develops proposals for improvements. Exercises authority as the commander’s

agent for approval/disapproval of organizational change requests submitted from the field, trouble-shoots complex and sensitive problems and issues requiring a mastery of advanced manpower program principles, concepts, practices, laws, regulations, and a wide range of analytical methods and techniques to resolve unusual problems not susceptible to treatment by standard methods.

Manpower lead for FY25 POM; validated/prioritized 4K unfunded positions; largest POM submission since

USSF stand-up--utilized CSOs priorities, negated mission risk/rcvd 151 USSF positions for SPAFORGEN 8-crews

Teamed w/MAT leads; validated position needs of new/future weapon sys’s—balanced force IAW Lt Gen rqmt

Streamlined USSF funding; leaned processes/developed new data products to analyze manpower portfolios

ID’d 325 USSF position funding errors; teamed w/ Finance to fix—actions submitted to accurately align funding

Aided SECAF; compiled 2017-2023 Colorado manpower growth data—solidified future programmed growth

ID’d Delta 15 billet savings; designed mission risk buydown plan for 3 SOPS, 9 CTS & Delta 9—Lt Gen approved

US AIR FORCE 21 FORCE SUPPORT SQUADRON, Peterson AFB, Colorado 11/2019 – 11/2022

Sr. Management Analyst/Project Manager

Senior Manpower Advisor to Peterson-Schriever Garrison and three US Space Force Delta (Wing Equivalent) Commanders and US Air Force Academy Superintendent. Maintains accountability of personnel requirements in compliance with resource allocation and organization policy and conducts risk analysis evaluation and project management. Studies the structure and/or functions of matrixed organizations with interrelated work processes and functions and accurately advises or proposes solutions to improve processes, maximize mission accomplishment and resources utilization, and manage risk. Resolves complicated substantive problems affecting programs and requirements, proposes new process flows, organizational structures, realignment of functions, and/or staffing levels to improve efficiency and ease change efforts.

Project Managed Space Force stand-up; led activation of eight key organizations, 150 organizational actions, and 3000 positions—exceeded 4-star intent; realigned vital resources to off-set risk to matrixed units

Briefed 13 SWS/CC; outlined new organization stand-up & 22 additional position defense—fortified

Geographically Separated Unit Commander operational and mission focus

Facilitated Lean Six Sigma event; crafted To-Be process map/Id'd root causes--reduced hiring time by 8 days

Taught four CPI courses; revamped curriculum/briefed 90 personnel on PPSM principles--10 Green Belt

certified in under 2 months; enhanced Air Force ability to fine-tune processes and foster efficient operations

Led Honor Guard CPI event; built funeral data tracking tool, fielded member resiliency survey—increased

team from 13-20; enhanced ability to provide military funeral honors and negated risk to vital program

US AIR FORCE NUCLEAR WEAPONS CENTER, Kirtland AFB, New Mexico 11/2015 – 11/2019

Sr. Industrial Engineer/Operations Manager

Lead and facilitate strategic planning initiatives based on management studies designed to enhance utilization of personnel. Conduct quality audits to identify opportunities to improve organizational direction, streamline acquisition, sustainment, and electronic process flows, ensure compliance, and optimize resource utilization to achieve ISO and military quality standard effectiveness. Reviews contracts to ensure Federal Acquisition Regulation (FAR) compliance and accuracy of manpower figures. Instructs Lean Six-Sigma/Practical Problem-Solving Method courses, conducts process improvement events, performs value stream mapping, and briefs leadership on results. Leads quarterly safety inspections and advises management of deficiencies and unsafe work practices. Determines root cause of accidents.

Reduced labor costs by 30% through comprehensive restructuring of nine diverse directorates and revectoring 800 positions, applying Lean Six Sigma methodologies to align critical skills with organizational vision/priorities

Provided oversight to quality inspection program, employed root cause analysis to identify and resolve deficiencies, drafted corrective action plans, created key metrics to ensure conformance with quality standard.

Achieved zero level of mishaps over three years by redesigning directorate safety program, training leadership and supervisors on OSHA standards and implemented compliance procedures.

Maximized mission success by implementing flattened organizational structure, worked with cross-functional engineering teams to stand-up 20 divisions and ensure production and customer requirements were achieved

Reviewed over 50 contracts for accuracy and FAR alignment; provided advice to submitters and ensured manpower accuracy to support workload—reduced funding duplication to the command.

US AIR FORCE MANPOWER & ANALYSIS AGENCY, JBSA, Randolph, Texas 5/2013 – 11/2015

Sr. Industrial Engineer/Operations Manager/Human Resource Manager

Served as Lead Operations and Human Resource Manager advising and supporting five Squadron Commanders and two Division Chiefs on activities, morale, relations, and performance of 349 employees. Performed special studies and staffed reports. Incorporated metrics to track organizational performance and proficiency, developed key strategic actions to resolve personnel utilization and employee relations issues, generated reports for management on results. Managed complex management engineering studies to ascertain critical personnel requirement determination tools and reduce mission risk. Ensured customer service remained on point to meet requirements and identify quality issues before they materialize. Created job announcements and outlined critical employee needs of organization.

Project managed performance management study, coordinated with project leads to improve accuracy of input, resulted in right-sizing 28K positions with annual personnel cost savings of $5M—briefed leadership

Secured 98% certification and qualification rate through effective professional development of 125 personnel, designing training plans customized to individual knowledge levels and experience, validated training plans.

Prepared corporation for quality compliance inspection, ensured conformity with established directives and strategic goals, bringing 80 deficiencies into compliance, achieving zero write-ups in two years.

Designed metrics to track performance and relations of 349 indirect reports, resulting in increased customer satisfaction, reducing process completion time by 25%, and eliminating customer/supplier quality issues.

US AIR FORCE 377 FORCE SUPPORT SQUADRON, Kirtland AFB, New Mexico 5/2012 – 5/2013

Operations Manager/Human Resource Manager

Provided indirect management for over 320 employees across three career fields and developed staffing plans to promote equal employment opportunities across a diverse organization. Conducted recruitment and hiring processes to fill critical leadership vacancies, placing qualified experts in under three weeks. Worked with leadership on customers support issues and identify dinning facility/food service, lodging, auto hobby shop, and outdoor recreation quality issues resulting in increased sales. Oversaw safety program redesign effort, and trained supervisors on Lock-out/Tag-out program. Employed change management expertise to ensure employee buy-in on all corporate process changes. Worked with senior leaders to develop hiring criteria and ensure board member questions were exceeded Federal and military standards. Classified positions and reviewed position descriptions to ensure potential employees met/exceeded organizational standards.

Secured funding for job qualification training and reinstituted regular on the job training workshops, earning “outstanding” customer satisfaction rating within first year.

Led Squadron hiring teams; reviewed resumes and interviewed candidates—experts placed in under 3-weeks

Received “Best in Command” designation for redesigned safety/risk management program incorporating safety council, certification for managers on program goals and HAZMAT/OSHA standards, resolving 110 deficiencies.

Managed project to prepare unit for Compliance Inspection, redesigned safety inspection checklists and ensured strict adherence to directives and laws, resulting in first ever “Excellent” rating from inspection team.

Boosted sales by 25%, conducted customer town hall meetings, collaborated with leadership and production representatives to ensure viable plans were in-place to negate quality issues and institutionalize change actions

US AIR FORCE 19 FORCE SUPPORT SQUADRON, Little Rock, Arkansas 5/2010 – 5/2012

Operations Manager/Industrial Engineer/Human Resource Manager

Conducted multiple studies and assessments to recommend data-driven process improvements, streamline performance times, ensure employee safety and determine essentiality of workload to mission success. Directly supervised six personnel and indirectly supervised over 200. Developed staffing plans to promote equal employment opportunities across a diverse/matrixed organization. Senior contract review representative for the squadron. Ensured customer service excellence through metrics. Worked with leadership on customers support issues and identify dinning facility/food service, lodging, auto hobby shop, and outdoor recreation quality issues resulting in increased sales. Identified and resolved HAZMAT inspection issues to ensure customer and workforce safety and mitigate risk. Led civilian hiring efforts.

Led civilian hiring efforts; developed position descriptions, tied organizational requirements to recruitment efforts, and scrutinized/developed interview questions—team recognized as “Best in Command”

Strengthened capabilities in wake of personnel reductions through strategic improvements to process flows, methods, and implementing best practice approaches, team named “Best in Command” two years in a row.

Evaluated existing contracts, determined unit impact and revamped tracking processes, providing leadership with a viable workforce accounting tool to ensure precise personnel tracking for congressional evaluations.

Achieved $5M in annual savings through managing studies and utilizing Lean Six Sigma methodologies to streamline processes and employee footprint, revectored personnel expertise to critical command priorities.

Reviewed contracts for accuracy and FAR alignment; provided advice to submitters and ensured manpower accuracy to support workload—reduced funding duplication

EDUCATION & CREDENTIALS

Master of Business Administration in Human Resource Management, GPA: 3.9

Trident University International, Cypress, California

Bachelor of Science in Management of Technical Operations, Embry-Riddle Aeronautical University, Daytona, Florida

Associate of Applied Science in Personnel Administration, Community College of the Air Force, Maxwell AFB, Alabama

Professional Manager Certification, Community College of the Air Force, Maxwell AFB, Alabama

Lean Six Sigma Black Belt Training, United States Air Force

Lean Six Sigma Green Belt Certification, United States Air Force

Air Force Industrial Engineering (Manpower) Certification, Air University, Keesler AFB, Mississippi

AWARDS

2023 – Hq SpOC Civilian CAT II of the Quarter

2023 – HQ SpOC/DCG-S Civilian CAT II of Quarter

2023 – HQ SpOC/S1 Civilian CAT II of the Quarter

2020 – 21 Space Wing Civilian CAT II of Quarter

2020 – 21 Mission Support Group Civilian CAT II of Quarter

2020 – 21 Force Support Squadron Civilian CAT II of Quarter

2018 – Promotion to NH-03, Tier II/GS-13 Equivalent

2018 – Quality STEP Increase - AF Nuclear Weapons Center

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