Operations Manager

An adaptive, resourceful, collaborative leader with a broad experience base, consisting of the ability to understand challenges, effectively work across functions and levels, and with the ability to create and manage metrics. Experience includes engineering & technology, value stream management, team management, six sigma utilization, full-scale lean implementations, ability to manage multiple projects, ability to create value for customers, creation of a Program Management Office, problem solver, coach, and C-Suite capable.

Project/Program Management Services Coordination Consultative Leader Client-driven Problem Solving Business Oversight / Planning Strategic Planning Stakeholder Relations Change Management Operations Management Operational Excellence Customer VOC Continuous Improvement Lean Six Sigma Cross-Functional Teams

PROFESSIONAL EXPERIENCE

Wencor Group – Peachtree City, GA Dec 2016 – Mar 2020

Director of Continuous Improvement

Created Project Management Office (PMO), accountable to the CEO, to drive transformational strategic initiatives with annual revenue of $100M, driving a 30% improvement in revenue attainment.

-Developed program structure, created and provided all training to C-suite and project teams, merging the use of Toyota A3 with PMI Project Management techniques to create a coach/learner relationship between sponsor and PM, to highlight skill gaps and accelerate the learning curve of team members.

-Evaluated, selected, and managed the implementation of project management software to improve program structure, visibility, and reporting. This provided the executive leadership team 24x7 access to project performance and approvals, adding an element of social networking to improve day-to-day communication methods leading to constant improvement in milestone management and a 75% reduction in the monthly report outs.

-Negotiated project Scope, KPIs, and Milestones with CEO, Sponsors, and PMs, ensuring clarity of expectations and increasing adherence to project plans.

-Facilitated strategic work sessions with project teams to drive the best solutions and ensure scope, stakeholders, risk, change, and best practices were managed appropriately.

Created Continuous Improvement culture, developing material, providing training/coaching, and hosting events throughout all organizational levels from the individual contributor to C-Suite.

-Developed and managed the implementation of a continuous improvement roadmap to create a management operating system and drive a lean culture through multiple Wencor sites and functions.

-Partnered with Directors (Safety, Quality, Operations, Customer Support, Sales, Purchasing, Engineering) to lead business transformation throughout the distribution network driving 30% increase in OTD and 50% reduction in defects utilizing VSM, A3, PDCA, Lean Daily Management, and Toyota Kata.

-Implemented tiered accountability structure linking Hoshin (Strategy Deployment) and PDCA at all organizational levels via daily standup meetings focused on Safety, Quality, Delivery, & Cost (SQDC) with focus on people, training, and communications. Accountability structure included linkage to all teams around the globe.

-Drove business transformation of engineering and manufacturing site, creating a culture of collaboration between sales, engineering, purchasing, and manufacturing leading to Value Stream Mapping events which led to a SIOP process and overhauls of multiple Wencor Value Streams (Request for Proposal process “RFP”, inventory management strategy, Parts Manufacturing Authority processes “PMA”, and Landing Gear Kitting Processes).

Honeywell Aerospace – Anniston, AL & Tulsa, OK 1990 -2016

Manager – Honeywell Operating System, Honeywell Anniston: Feb 2014 – Sep 2016

Created a Toyota Production System culture into Honeywell Repair and OEM sites.

Trained and audited leadership teams in Coaching, GEMBA, Standard Work, and Lean tools

Led multiple value stream/lean events driving 40% reduction in cycle time across twelve work centers.

Taught and assisted leadership, supervisors, team leaders, and mechanics to put Lean Tools into action.

Provided program management via the Honeywell Operating System progressing the Anniston R&O site to become the first Silver Excellence site within the Honeywell Mechanical R&O network.

Site Coordinator, Honeywell Anniston: Jun 2010 - Feb 2014

Collaborated closely with Customer Service Organization to develop and implement new processes as part of Honeywell’s outsourcing of the customer service team.

Created product value stream managers, and coached successful implementation.

Integral member of Anniston’s HOS leadership team – SME for Value Stream Mapping.

Project Manager on multiple projects to reduce waste from customer service processes.

Customer Service Manager, Mechanical R&O Sites: Mar 2008 – Jun 2010

Managed 30 Customer Service Representatives (US, Canada, and Puerto Rico) across seven sites.

Assumed leadership position at the height of the Anniston SAP transition crisis leading to:

Performed crisis management, meeting daily with major airlines to prevent grounding of flights.

Partnered with SAP to perform gap analysis and drive process improvements which helped to reduce the airlines purchase order holds from 1200 to 300, freeing $4M of inventory.

Listened to the Voice of the Customer (VOC) and CSR team to implement a Root Cause Corrective Action (RCCA) process to reduce disputes from $3.5M to $0.6M.

Implemented knowledge management across the network to improve skills and response times.

Customer Support Program Manager: Feb 2006 – Mar 2008

Managed the Honeywell VOC for American Airlines, American Eagle and Comair.

Managed cross-functional team of Honeywell Sales, Contracts, Pricing, Engineering, and Reliability teams to determine appropriate contract pricing and terms all contracts.

Managed VOC metrics for 30+ Honeywell facilities to drive root cause analysis and ensure the sustainability of improvements to exceed customer expectations and protect Honeywell’s interests.

Utilized strong analytical skills to resolve issues and built a strong MOS to sustain improvements.

Product Support Engineer / Supervisor: Feb 1999 – Feb 2006

Manage Anniston’s Cost Take-out initiative. Direct and track the work assignments of the engineering department to provide savings of more than $6M.

Manage and direct the daily operations of a team of 11 electronic technicians.

Provide technical assistance to internal (shop technicians) and external (major airlines) customers.

Utilize Six Sigma and DFSS skills to improve the quality and margins of electronic repairs.

Developed and implemented damage board repairs, saving thousands of days of TAT annually.

Lead the implementation of new solder, ESD, 5S, and extensive testing programs to increase the productivity of the shop, all without negatively impacting TAT.

Aerospace Instructor: Apr 1996 – Feb 1999

Perform customer needs assessment; develop and present training material to multi-national students in various countries.

Teach/train major airlines to troubleshoot and repair AlliedSignal systems on Boeing, Gulfstream, Fokker, British Aerospace, and ATR aircraft. Systems include:

Environmental Control Systems (cabin pressure and temperature control)

Electronic Auxiliary Power Unit Controllers

Thrust Management System

Electronic Technician, Level III: Apr 1990 – Apr 1996

Team Leader managed and supervised all shop activities.

FAA certified Instrument Class repairman, responsible for insuring FAA requirements were met.

Test, troubleshoot, and repair various electronic microprocessor-based controllers.

Jacksonville State University – Jacksonville, AL 1999 - 2000

Adjunct Professor: Aug 1999 – May 2000

Develop curriculum and syllabus for analog and digital electronics

Consultant to university for restructuring curriculum to meet industry needs

US Navy –1983 - 1989

Electronics Technician, E5 - Guantanamo Bay, Cuba: Jun 1987 – Nov 1989

Security Officer, manage all classified material.

Repair and maintain radar, cryptographic equipment, and transmitter/receivers.

Instructor, Red Cross CPR training.

Electronics Technician, E4 – Pentagon, Arlington, VA: Feb 1985 – Jun 1987

Monitor and maintain secure communications of top Pentagon officials.

Instructor, Red Cross CPR

Safety officer, responsible to ensure and enforce the safety standards of all staff.

EDUCATION & TRAINING

Bachelor of Science, Electronics Technology, GPA 3.56

Jacksonville State University: Jacksonville, AL

Lean Expert Design for Six Sigma (DFSS) Six Sigma, Black Belt Certification

Honeywell Aerospace

Program Management Professional

Program Management Institute

PMP® #331275

SUMMARY OF QUALIFICATIONS

}Excellent work ethic, a self-starter with independent initiative

}Meet all deliverables via high quality of work performance

}Exercise mature and responsible strategic decision making

}Establish collaborative and productive working partnerships

}Identify and allocate needed resources to solve challenges

}Initiative-taking approach, focus on problem analysis and outcomes

}Work with a diverse team of people, excellent with communications

Growth…see the big picture, innovative problem solver, provide novel approaches, and solutions.

Leadership…effectively assist diverse teams, coach, direct, guide, train and motivate employees.

Communications…maintain high-quality strategic communications with groups and individuals.

Relationships…address critical ongoing needs/challenges of internal and external stakeholders.

Accountability…exceed established metrics for work performance and business-related services.

Adaptable, able to collaborate, meet deadlines, analyze problems, and provide business solutions.

Can successfully apply skills and experience across different fields/industries and learn new tasks.

Perform a variety of operations support, continuous improvement, and business performance duties.

Mature, responsible leader effectively give direction in completing tasks and meeting deadlines.

Utilize resources for enhancing the overall quality of services, products, activities, and outcomes.

Use Six Sigma tools; reduce defects, increase productivity, reduce waste, capture customer voice.

PERFORMANCE HIGHLIGHTS

·Director of Continuous Improvement for entire Wencor Group, reporting to CEO Staff responsible to drive culture change at all levels.

·Responsible for implementing Change Management at the C-Suite level and created a Program Management Office to drive Strategic Programs.

·Implemented Tier Accountability, linking strategic goals to employee daily work, creating tiered accountability, and driving TWI Standard Work.

·Drove CI events and training at multiple Wencor sites leading to significant cost and defect reduction along with OTD improvements.

·Continuous Improvement Manager for Honeywell’s largest standalone Repair & Overhaul facility.

·Managed American Airlines, American Eagle, and Comair contracts worked closely with Honey

well sales team to negotiate new “nose to tail” contract for avionics and mechanical products.

·Served as Global Customer Service Manager with direct reports in the US, Canada, and Puerto Rico, supporting seven Honeywell Mechanical Repair & Overhaul sites supporting all major airlines worldwide.

·Managed Honeywell recall program for the GE90 Air Turbine Starter Program, tracking and scheduling aircraft removals worldwide.

·Taught Pneumatic System and APUs at Gulfstream, and electronic control systems to major airlines, such as Egypt Air, AA, Delta, and Northwest.

·Responsible for all initial value stream mapping for Anniston R&O, Instrumental in Honeywell Silver certification in Dec 2013, and led Anniston to Silver Excellence certification in Oct 2015.

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