Six Sigma Project Management

Jeff H. Hinds

**** **** **. *********** ** *****

Cell: 228-***-**** ● ********@*****.***

QUALIFICATION HIGHLIGHTS

Over 30 years of operational leadership and management experience as a Manager and Project Engineer:

● Program/Project Management

● Facilities

● Lean Management

● Capital Planning

● Lean/Six Sigma MBB,

● Earned Value

● Cost Account Management

● Grant Writing and Control

● Industrial Engineering

● Project Management

● Business Development

Staff Management

● Secret Clearance

PROFESSIONAL EXPERIENCE

Jacobs and S3 2013 to present

Operations and Facility Six Sigma Process Improvement Manager at the Michoud Assembly and Stennis plant where Boeing is building the next generation rocket and Lockheed Martin is building the Orion Space vehicle.: Managed all activities focused on lean and six-sigma (LM21). Deploy continuous improvement techniques in support of manufacturing production centers and facility management and test engineering. Hired and managed several Project Teams

As a certified Lean Six Sigma Black Belt, developed and led continuous improvement plans and events, achieving significant cost savings.

Developed and reported program/project metrics associated with cost and schedule on Red, Yellow, and Green Programs over $10M.

Supported development of preventative maintenance practices resulting in a 98% customer award fee award.

Conducted Green Belt, Management, and Champion Lean Six Sigma training and certifications.

Responsible for resolving all voice of the Customer (VOC) survey and ISO audit results

Managed Federal Grants and Project Performance

Staff Supervision and Training

Hinds Consulting Sept. 2016 to 2018

Program Management Organization (PMO) Six Sigma Consulting: Perform a variety of Six Sigma assignments including creation of a production pull system, performing root cause analysis to determine why manufacturing processes fail. Create and execute process improvement plans for the Quality organization that align with overall organization goals and objectives. Mentor others within the organization at the Manager, Lead, and touch employee level

Responsible for developing and presenting daily metrics on Manufacturing metrics and ensuring performance align with customer delivery schedule.

Provide technical expertise creating and deploying a series of Program Management aides, templates and guidebooks that can be used by Managers to achieve perfect program performance.

Identify program areas requiring assistance, analyze performance data and implement improvement opportunities, including best practice recommendations to increase performance and customer satisfaction

ION Marine Imaging Systems 2012 to 2013 reason for leaving: opportunity to work Six Sigma full time, more money

Program Manager Oil Exploration Seabed Products: Chosen to manage state-of-the-art deep sea oil exploration system

Responsible for all cost, schedule, and technical performance of the product line

Supported manufacturing work cell configuration

Managed key suppliers

Trained and supervised MFG Engineering Team

Defect root cause analysis

Facilitated Six Sigma Kaizen projects

Integrated Engineering changes into manufacturing process flow

Oshkosh Defense – Afghanistan, 2011 to 2012 reason for leaving: One year contract

Senior Industrial Engineer: Selected to manage the rebuild of MRAP vehicles

Managed 5 FOBs resolving technical process issues, development and changes to work instructions, cell layouts, capacity planning, manpower planning, labor standards development, and various related engineering activities. Worked with supply chain to deliver critical material, tools, and subsystems just-in-time at all locations. Performed several “Just Do It” projects and Kaizen events to eliminate waste.

Jeff H. Hind’s ● Page 2

Lockheed Martin at Kirtland AFB, NM. Communications and radar center. 2010 to 2011 reason for leaving: gain international experience, double salary

Business Operations Manager: Direct report to General Manager and was responsible for the following:

P&L for 46 government contracts, and Grants

Staff Management

Capital management

Lockheed Martin Missiles & Space Mississippi Space & Technology Center Stennis MS 2001 to 2010 reason for leaving, promotion

Sr. Staff IE and Process Excellence Manager this facility designs and builds satellite propulsion components and major systems Provide development and delivery of a continuous improvement pipeline and at the same time support creation of a “Lean” improvement culture.

Utilizing Six Sigma methodology and tools: i.e. FMEA, Value Stream Maps, DMAIC, Kaizen, root cause analysis, 6S, cost analysis, etc. to eliminate waste and streamline processes

Trained and certified over 40 Green Belts

Managed all Center overhead and capital plans and budgets.

Supported proposal development, estimating, and contract negotiations.

Staff development, training, and supervision

Working with Key Suppliers flowed down Six Sigma processes and culture and completed several Kaizen events

Managed, controlled, and reported project cost, schedule and technical performance to upper management and Customer

Internal and Supplier Auditor

Rhythms (Dot Com Company) Denver, CO Six Sigma Black Belt Manager 2000 to 2001 reason for leaving: Co went out of business

Responsible for the following:

Trained and supervised 10 Black Belts and Quality Engineers.

Developed and managed Improvement Excellence Plan

Developed, captured, and utilized metrics for all operational centers to improve processes

Completed large scale Kaizen projects within operations, product delivery, sales, suppliers, and call center.

Lockheed Martin Astronautics ● Design, Build, test, and launch vehicles and satellites 1996 to 2000 reason for changing positions: career opportunity, 50% salary increase

Advanced Program Manufacturing Manager, Staff Industrial Engineer: Responsible for R&D projects, advanced MFG technology lab

Allocated, and accounted for labor estimates, budgets, and materiel and evaluated customer proposals.

Lead on several Make/Buys, Supplier selection, fact finding, and contract negotiations

Corp. Team member implementing a major cost and schedule reduction program at eight major suppliers with a contract value in excess of $1B utilizing Six Sigma tools.

Staff development, training, and supervision

Lockheed Martin Astronautics ● Design, Build, test, and launch vehicles and satellites 1981 to 1996 reason for changing positions, promotion

Division Industrial Modernization Manager Sr. Staff Industrial Engineer: responsible for management of an AF sponsored improvement program at five sites, both launch sites, and key suppliers reporting to the VP of Space Systems.

Utilizing Six Sigma tools identified labor intense processes to eliminate waste utilizing state-of-the art technology.

Completed development and prototype projects to incorporate new technologies building the Titan IV rocket.

EDUCATION & CERTIFICATIONS

Work Evaluation MS, University Wisconsin Stout

Psychology/Business Administration BA, University Northern Colorado

Lean / Six Sigma Certified Black Belt, Lockheed Martin, Denver, Colorado

PMP Certification, Lockheed Martin, Bethesda, Maryland

Master Black Belt trained, NASA, Cleveland, Ohio

HONORS & AWARDS

Gold Medallion (1 Awards) • Spot Award (4 Awards) • Sustained Performance (4 Awards) • Space Systems Excellence Award (1), Colorado Board of Education

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