Fred Vahdati adn9at@r.postjobfree.com

**** ******** ***. # ***

Santa Monica, CA 90404

Personal # 310-***-****

Career Objective:

Managed Employee:

Skills:

Security / Relocation:

Faurecia Company

Attain a position that positively impacts employer’s bottom line utilizing my education and experience in Manufacturing, Industrial & System Engineering to design new product and coach & motivate diverse teams & leaders to be successful in project management, profitable and empowered to accomplish in the new product.

I have led business transformation at various organization: industrial & system engineering (3yrs, manage 10people); & Manufacturing (3yrs, 200people).

Manufacturing / IE: Lean, Six Sigma BlackBelt, Heijunka, Jidoka, Cost reduction & Profitability, Process engineering / BPS, Operationalize Productivity & Delivery (OPD), Problem solving, Root Cause Corrective Action (RCCA), Theory Constraint (ToC)/PNET) & Critical Chain, Cellular Manufacturing, Data Analysis/ Analytical, VSM, Production Flow Design & Eng., Routing, Production Preparation Process (3P), Manufacturing Execution System (MES), Manufacturing (Aircraft, PCB, SMT, wires), 5S+Safety, Time studies MTM, Capacity Analysis, PFMEA

Supply Chain: Material Management, MRP/ERP, Logistics (3PL), customer/ supplier interface, Demand Management, Forecast Scheduling, SIOP, Kanban, SAP (PP, MM, PM), Material Cost reduction, Problem solving Method (8D), PDCA

Leadership: Business Strategy & Idea generation, Resource Management & Budget, Risk Management (RIO), negotiation and project management (PM), Agile/Scrum Master Coaching, System Thinker. Managed team/Project, Present report to the leadership, Project Management, Effective communication,

Systems / Innovations: Operation Research & Advanced Modeling/Simulation, problem solving that offers opportunity for growth & strategy, and advanced innovation & technology AGV/Robotics, Pro model Sim/ Machine learning, CAMEO

Quality: Experience in Aircraft System, Quality Management System (QMS), AS9100, Auditing exp., Quality Optimization, Corrective Action Training, APQP

Security: I will be able to get security clearance. Relocation: Willing to relocate

Director of Industrial Engineering Plant 01/2021-4/2021

STRATEGY DEVELOPMENT, LEAN & DEMAND FLOW, COACH/MENTOR

Managed Engineering operations and process improvement

Champion continuous improvement & Lean Manufacturing

Developed an efficiency plan to reduce cost and increase profitability.

Implemented Agile / Scrum methodology for the daily briefing.

Developed communication plan between each department.

Developed tooling control & repair systems.

Developed 5S assessment and technique to eliminate waste in the production.

Developed automation line w/robotics in the high-speed production line.

Implemented AGV system to deliver parts from warehouse to production by eliminating forklift.

Performed PFMEA, time study using MTM, and process & Statistical analysis.

Developed supermarket & replenishment system for materials in the production for high-speed operations.

Developed a new test system plan for Automated Test Equipment (ATE) and integrated scheduling for a production line.

Performed manpower analysis for the production line.

Performed a new product design and planning with the customer (Tesla) using the SAP.

Developed process control to maintain Clever-MES system for production line for scanning parts during the assembly installation.

Use Timer’s Pro professional to reduce cost and improve Takt time.

Trained employee in Clever-MES system and SAP-PP, MM

Current Assignment:

Sales Inventory & Operation Planning (SIOP)-Supply Chain

Supply Chain/Finance

Enterprise Optimal Cost-Affordability

Boeing 767-tanker Program Profitability

Boeing 787 Program

CompositeProfitability

Boeing 777 Program

BPS Manager

Boeing BDS

C130AMP Modification Program

Thales IFE

VACCO Industries

Allied Signal (Currently Honeywell)

Dean / US Range

Boeing: 2008 thru 2020

Process Engineer Expert Level 5, Enterprise Program Mgmt.

As project manager Developed project plan for Sales Inventory & Operation Planning process (SI&OP), and demand management.

Developed process to implement demand & supply chain forecast data & trend analysis. This resulted in robust integrated scheduling.

Developed reporting system for Executive and Sr. Managers

Developed short & long range business process to start forecasting plan and data extraction to identify constraints in scheduling and risk in executing the plan.

Benchmarking SI&OP BGS for BCA and BDS program

Developed electronic board (ewip) for Engineering the design and program management (Jira, Agile, Kanban, Gitlab Mattermost, SAFe) and the workflow

Performed modeling, Global Supply Chain((GSC) team, Bill of Material (BOM) analysis, & Applied improvement technique used product Tears down to obtained should cost for a part.

Developed ROI plan to identify potential risk failure in Apache & F-15 optimal cost implementation and worked with procurement to provide supplier feedback to Engineering & R&D to improve the design.

Performed predictive cost analysis and statistics to identify the best price and capture value of parts for supplier contract.

Designed & developed a Green Room process to identify top contract & supplier impact spending for business units resulted in $2 Million cost saving & improve program performance.

Coached leader of 767 System Installation Rapid Response Team (RRT), and manufacturing leadership & managers to resolve the budget gap.

Developed lean six sigma (LSS) transformation methodology & technique to improve and optimize solutions for complex fuel system engineering and manufacturing process throughout the fuel system value stream.

Mitigated risk of the fuel installation (likelihood and consequences) in the production operations. Using RIO charts.

Scrum Master & coach for pressure test & AR fuel Engineering & Manufacturing team. Report KPI’s to the leadership.

Lead & identified OPEX planning and implementation to improve profitability, productivity, flow, and throughput improvement.

Identify significant potential $500 hours saving & flow days

Developed Value Stream Team (VST) strategy to improve culture in the production system. Facilitate Value Stream Mapping and Lean Six Sigma for Rapid Response Project.

Developed Root Cause Corrective Action (RCCA) for AR fuel to avoid failure during tests.

Resolved supply chain 2nd issues and supplier delivery by using RCCA methodology and create control process plan

Used ISO9001 material for improved efficiency and cost containment, traceability.

Led production system & champion culture to move the job to feeder line for & improve flow & cost in System Installation Rapid Response Time (RRT).

Implemented Precedence Network (PNET) in System Installation to reduce flow days production, remove constraints/ bottleneck & run efficiently.

Lean Global Process Engineer Leader Expert Level 5-PM

Performed systematic problem-solving using champion analysis to gain profitability & analyze production flows.

Facilitated team by using Agile / Scrum Master methodology.

Coach & Mentor Industrial & Manufacturing Engineer candidates in Six Sigma Green, Blackbelt, and lean manufacturing to complete their project which resulted in cost saving project & their certification.

Developed PNET for A-Deck commodities to understand critical chain dependency and constraint build area in the critical path.

Built the strategy for the entire value stream to ensure all aspect manufacturing processes of the 787 enterprise.

Ensured leadership buys into the strategy and understand their role in communicating to all value stream team (VST)

Engaged with quality team for Quality Data & trend Analysis & Auditing some of build process using AS9100 and RCCA.

Implemented inspection optimization to reduce unnecessary inspection and use AS9100 audit & ISO9001 saved over 200 hours.

Led as project manager to reduce Galley installation hours in the interior build process & increase quality build resulted saved 95hours/Airplane & reduced travel work.

Led Value Stream Team (VST)-developed strategy to expedite project completion and coach & motivated team using agile / scrum methodology, and Operational Process Efficiency (OPE) methodology to observe, and RCCA & Risk to solve and to organize activities which resulted saving 1300 hours.

Resolved Material Management and supply chain 2nd issues /parts & tools shortages projects. Resulted significant in waiting time and reduced part cost.

Mitigated risk of Ceiling project defects (likelihood vs. Consequence). Report the result to the leadership.

Led ceiling project and created integrated team to reduce the 787interior ceiling cost which resulted saving of 646 hours & move ceiling back to position 2 and sustain.

Coached quality inspector & tag writer to avoid duplicated tags.

Led integrated team in reduction of quality defect in electrical connection at 41/43 & 46/47 manufacturing process resulted saving of approx. 80 hours.

Developed Agile & lean method for interior VST team in manufacturing operations. Empower team by using anal quality & analytical data, and system thinking which identified 1500 hours projects to reduce interior build process.

Led and coach IE & Mfg. team to develop routing & feedback loop system in final assembly interior which is resulted approximately 560 hours in defects and customer inspection.

Led analytical data and precedence network (PNET) to identify constraint & help support VST in position 2 & 3 identified 3000 hours potential projects.

Boeing Production System (BPS) Lean Manager -System Inst.

Used simulation to build a road map with leadership and upper management to get world class manufacturing operation.

Worked with leadership and middle management to build plan to improve existing processes using new technology and transition to world class.

Scrum leader/ coach industrial engineering team in Value Stream Mapping (VSM) yearly with 1st line and Sr. manager to design production flow and reduce process cost.

Value Stream Map (VSM) trainer, facilitator, and coach managers, engineers, and mechanics.

Developed 5S plan and last stage kitting for manufacturing operation. Used integrated tooling system to provide accurate tooling for build process.

Identified capital equipment to increase profitability and improved flow by 50%.

Developed health and safety plan which improved productivity.

Led and Coach employee involvement teams in Value Steam Mapping (VSM) and other lean+ training & projects to mechanics saving more than $1.5M in cost avoidance and EAC.

Led implementation of cost reduction in the 777 System Installation (SI) resulted 30% reduction in quality defects per Airplane.

Led and coach System Installation team to implement electronic communication to reduce 40% mechanic waiting time (level2 to level 4 surgeon charts) per Airplane.

Developed process within integrated team to bring wires on time from supplier (ESRC) to 777 SI resulted 10 hours saving in waiting time per Airplane.

Led in implementation full supply chain kitting with material management to deliver parts by flow days reduce 70% manufacturing transaction time per Airplane.

Created, Designed, and expanded new feeder line for 777 SI. Identified more jobs to feeder line. Integrated with PCA & flow parts to feederline resulted saving 2000 hours per Airplane.

Project leader for several projects: 1. Ram Air Turbine (RAT) tooling installation improvement, 2. Design E-rack electrical for smooth installation and generate capacity in 304B-potential saving 20hrs per AP, and 3. Reduced roller tray build cycle by as much 40%.

Lean+10X / Wire Design Team Quality Specialist leader –Boeing C-130AMP (Aircraft Modification Program)

Worked with wire design supplier Labinal in the process improvement. Used RCCA to reduce defect reduction wires. Implemented 10X to increase the through-put of wire design engineers by 30% and eliminated defects by approximately 45%.

Sr. Industrial Engineering / Lean Specialist - Thales IFE

Developed cellular manufacturing reduce 30% footprint of the manufacturing. Developed production flow to reduce inventory and created Kanban. Worked with designer and supplier to improve defect in electronic components.

Sr. Industrial / MFG Engineering -Clean room/ Satellite component

Developed process standard for clean room. Used RCCA methodology resulted 20% defect reduction in the product.

Developed scheduling and demand planning for the production operations. Product costing and implemented lean mfg.

Sr. Industrial / MFG Engineering -Ceramic /Engine & System Component

Developed process for ceramic product Silicon Nitride in R&D which resulted 40% reduction in manufacturing cost. Evaluated Impaler design and machining defect for APU engine using analytical data and saved approximately 20% in through put and eliminated waste in production system.

Program Manager leader Engine & System Division implemented SAP (PP, MM, PM) and developed requirements for manufacturing.

Developed TPM for heavy and automated machining & fabrication

Industrial / Manufacturing Engineer Manager – Food Equipment

Machine Shop, CNC programmable, FRAME NESTING, WELDING

Managed inventory and resulted turns from 4 to 8.

Developed new food equipment product that improve business productivity and reduced waste in the material.

Developed manpower schedule for manufacturing operation. Design production flow for new sites. Managed relocation of the factory and employees from Los Angeles to Gardena, California.

Developed MRP configuration system for sales team to create sales order and manufacturing planner to generate workorder. Developed lean and cellular manufacturing and flow of the product in the new facilities which resulted approximately 40% increase in production through-put with minimum manpower. I managed 10 engineering, 5 manufacturing lead, approximately 200 manufacturing employees. Implemented safety program and 5S lean.

Developed new product strategy and released product to the manufacturing this enable to reduce product cycle time and cost.

Managed value engineering project which saved product cost by 25%. Developed schedule for time studies of parts in machine shop and assembly operations.

Program Manager of relocation new brass manufacturing product purchased by company from Detroit MI, to Gardena.

Developed logistics plan using 3PL system to transfer product from Detroit to Gardena, California and supplier delivery.

Managed the design of new layout of 5-axis machine and flow of the product in Gardena. Corporate projection to relocated was one year I relocated and design facility in the new location within 6 months. This resulted saving by $2M.

01/2020-8/2020

03/2019- 2020

01/2018-3/2019

01/2015-01/2018

12/2010-01/2015

2008-2010

2006-2008

2004-2006

1996-2004

1990-1996

Education:

Boeing Leadership Training:

University

Trained in Model Based Engineering and usage of CAMEO Tool

System Theoretical Process Analysis (STPA)

MIT – System Model and Process

Agile SAFe training & Certification

Certified Program Management (PMBP & PMI)

Program Managers Emerging Leader Program (PMWE)

Certified Scrum Master (CSM), SCRUM ALLIANCE

Inside Out Coaching Development

Boeing Talent & Leadership Development

Project Value & Affordability/ System Thinking-

Lean Global Production System (LGPS)

Mckinsey & Company – Innovation & Technology

Certified Six Sigma Black Belt & Lean Boeing

Certified Ceramic Technology Rutgers University

2020

2019

2019

2019

2017

2016

2016

2015

2009

1997

The George Washington University (GWU)

PHD – Engineering Management (Focus: Model base Engineering interface with Manufacturing Operations)

University of Phoenix Graduate

MBA – Business and Finance

2020-23

1998-00

University of Southern California (USC)

MS- Industrial and System Engineering / Operation

Research

1980 -82

University of Southern California (USC)

BS-Electrical Engineering / Communication Network

1976 - 80

Training/Certification:

-8 step Systematic Problem-Solving Methodology

-Completed Aurora training, PNET network, and Pro Model simulation

-AIW+, VSM, and Advanced facilitator Certificate

-Project management, and innovation

-Hands on consulting, and PM w/ McKinsey @787 program

-Boeing lean trained Qualified Instructor Training

-Boeing Distribution workshop & certification- certified - coach

-Capture Value Quality (CVQ) training

-Boeing Production Preparation Process (3P)-certified –coach

-Boeing Intellectual Property (IP)

-Boeing AIW certificate - certified –coach

-Boeing Value Stream Map (VSM) certificate- certified & coach

-Boeing Advanced Root Cause & Corrective Action (RCCA)-SME

-Boeing Lean 201-Teach all modules

-Boeing 10X Lean Engineering training with Charles Toups Train in --Visibility Board, Critical Chain Project Management, TOC, Multi-Tasking

-Boeing Earn Value Management (EVM)

-Certified Computer Networking & Data Analysis, UCLA

2018

2016

2016

2015

2015

2013

2012

2010

2008

2006

1997

Computer System /Network:

ORACLE, SAP(MM, PP,PM ), VISIO, HTML, Pro Model simulation, BORIS, CM, Minitab, TMC, OWI, IVT, PACER, VELOCITY, AURORA, CMES.JSSK-CMAD, CDW, Precedence Network (PNET), Machine Learning, Clever station

Reward / Recognition:

- Nominated Engineering Excellence of the year (2018) for 767program

- Awarded in reduction of 646 hours of 787 Ceiling Closure

- Awarded 1st place 777 BPS CUP (E-6 Rack Installation System)

- Awarded 2nd place 777 BPS CUP (ESRC TME DELIVERY)

- Received people choice award 777 Duct tool design

- Received ergonomics / safety award for Duct tool design -Boeing AIW

- Nominated for the leadership attribute by C130AMP Sr. Manager in

Airframe exceptional implementation and set high expectation

2019

2016

2013

2012

2010

- Certificate of Recognition exceptional performance $8M cost saving

2009

Intellectual Property

Innovation:

- Developed “Feed Back Loop” Process (IP filing # 15-2803):

Saved 650 hrs saving.

Currently (2016) 787program testing the method by reducing / eliminating 5000 hrs of rework.

2015

2016

Professional Affiliations:

-Engineering Alumni Member University of Southern California

-Member -GS&S Lean+10X weekly meeting

-Member -Boeing Six Sigma Black belt (BBN)

-Senior Member - American Institute of Industrial Engineering (AIIE)

-Member - American Production and Inventory Control System (APICS)

Status/Language:

US Citizen

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