Line Supervisor Zone Manager

Reginald A Glenn

**-**** ********* **.

Kapolei HI, 96707

Contact Phone: 808-***-****

Email Address: *********@*******.***

EXPERIENCE

**/**** ** *******; 40 hours per Week; Work Packaging Program Manager Code 200; GS-4701-13. Last promoted 12/24/17, Permanent employee; Pearl Harbor Naval Shipyard and IMF, Pearl Harbor Navy base; Deputy Chief Engineer; Johnston Ma 808-***-****, may contact supervisor.

As the Work Packaging Program Manager Branch head, I ensured each Project Team has received their TWDS/Deficiency Log’s in a timely manner to support their schedule. In 244.4, we process on average 3000+ TGIs, Certifications and Deficiency Logs a month. I currently have and will select work packagers, who are highly skill from various trades, backgrounds. There known as the SMEs of their craft, with verse computer knowledge, in security protocol, written and oral communication. I oversee all production codes paperwork and how they progress the job, packagers/inspectors review all QA forms that is critical to quality assurance. Which includes all necessary actions for monitoring and providing guidance for Work Packaging program processes and operations. These tasks include Packaging, Assembling and Releasing Nuclear Standard Instruction (NSI) and Non-Nuclear TWDS/DRs/DLs, Non-Nuclear work completion certification of assigned project work completed TWDS across the Shipyard, FMR, FMB and Guam detachment. I believe the packaging team is critical to “Keeping our Ships Fit to Fight”. I worked with other shipyards on the JRC/POU to help implement new technologies and practices. I monitored funds, establish annual budgets and ensure expenditures are within tolerance and limits. I delegated and allocate funds for merits, awards and personnel time off for a job well done. I attend weekly teleconferences for development and construction of new JRC principles and guidelines. I manager overall larger scale programs with ultimate authority, through development, planning, implementation, policies and procedures, corporate metrics, execution phase. Shipyard improvement meetings for agenda items, corrective actions for commitment tracking system (CTS) items. Reviewed weekly analysis team meetings, for shipyard material improvement, resource and standards allocations. Weekly SUBSAFE SSIC meetings for audit discrepancies, shipyard updates and issues. I develop mitigation plans of actions and corrective actions on findings. I uphold the shipyard values of Honor, Courage, Commitment, Aloha to the highest degree. I enforce the value of providing top-notch customer service, any time that need dictates to support all mission critical work. My team lives by the five disciplines of Personal Mastery, Mental Models, Shared Vision, Team Learning, and systems thinking. I am knowledgeable of the Baseline Project Management Plan and use it to plan the availabilities I assigned, monitor, provide oversite, direct, supervise and coordinate Work-Packaging Manager, Packagers and Job Readiness Leads. Project Management, Division Heads, Shop Superintendents, Inspectors, Training Coordinators, Operations Managers, SUBSAFE Directors etc. Often consult me... for my expertise on JRC process and packaging procedures. I have written, created and developed the position description for the Job Readiness Cell Program Manager position (JRCPM), Job Readiness Cell Manager position and Code 244.4’s Process Quality & Training (PQT) position. I conduct daily surveillances, manage project progress of the availability, update work and evaluate progress of jobs on the deck plates. Through constant communication and surveillances, I am able to update, execute, manage and maintain the projects pre-avail and active schedule. Communicate with off-yard and other shipyard personnel and counter parts on process, protocols and procedure for Corporate alignment. Attend off site conference, tele-conferences and focus meetings with other shipyard leaders, Navy senior personnel on process improvements, updates to procedures and new program functions. I have created an internal shift turnover database to up hold clear lines of communications. I have written WPC 244.001 SOP and WPC standard workbook, I have made A.C.N. updates when needed, ensuring our process is more workers friendly. I have written and developed process and procedures programs for Technical Work Document (TWDs), Pre-package Problem metrics and Technical Work Document Certification Problem Metrics. I have created and processed the shipyards project short-range view (SRV) weekly metrics. I have implemented the Work Packaging WARR plan through research and workload measurement. Projecting measurement from the current time out to a five-year span. I matched the current and future workload to the resources with a mitigation plan to support all waterfront operations. I have hired personnel based on workload and outlook and upcoming avails. I have suggested and used alternative methods to support lacking resource. Such as contracting out, loans and borrows from other shipyards, rescheduling work assignment to match available resources. I focused and encourage, provided guidance and support employees to practice the discipline of Personal Mastery. I advise senior leaders on most effective ways of using resources plan and strategize for the least amount of schedule change, especially implementing the new JRC process and chapter 7A standards. I set short term and long-term goals for code 244.4 to develop a new culture that changes in alignment with technology. I have prepared fiscal year budgets to support waterfront operations, training and process improvement development. I helped them to develop a career plan using the Shipyard’s Career Pathways Programs, on the job training and mentoring programs to new packager and JRC leads. I have ensured all Work Packaging personnel, are properly trained and qualified per Pearl Harbor Work Packaging Standards. I promote a clean and good standing working environment, where a packager or manager, can thieve on success and stand out above the rest. As a packaging team, we implement and complied with command surveillance and quality feedback programs. I productively, efficiently collect and monitor metrics and data. Then I came up with ways to promote quality improvement, address safety trends and concerns, ensure verbatim compliance and awareness is within our scope. I used judgement, innovative, resourcefulness in deviating from established methods to treat specific issues or problems. By modifying, adapting and or refining broader procedures, directives and technical bulletins to coordinate and manage requirements. I identified errors, conduct internal audits, find associated trends and made corrections to all deficiencies and findings. I will promote job site safety and environmental regulations and standards and having the share vision for the SYOP and achieving goals, quality, cost, under budget and organizational behavior. I followed the executive core competencies role as the Work Packaging Processing manager and lead by example. In turn, minimize Level 1 and Level 2 problems project team and shipyard wide by promoting awareness. Expressing the important of following good work practices and quality job performances and pride in workmanship. I have had proper communications with all project teams (CNO, FMR, FMB and GUAM). I expressed the important of teamwork, as we achieve our goals. I protect all classes of classified data and material and maintain proper security protocol. I have served as acting code 244, on multiple occasion to assist with shipyard resources, customer briefing meetings, and daily focus priority meetings. Code 200 strategy meeting, deficiency logs and TWD issues, material issues, JML issue relating to material pre and active avail, assess and solve shipyard work stoppage problems, outstanding material issues, analyzing and managing carry-on equipment installations of multiple systems and operational readiness, Material inspections issues. I have gain and experience, acting as code 244, with the understanding of code 1200, which hold entire budget for direct buy materials. I have created briefs, reports, memoranda, facilitate meetings (TLS and critique, etc...), I have communicated with other programs and codes and made recommendations on process improvements. Understanding that NAVSEA, PACFLEET, USFF and OPNAV all utilizes the 9-step process system. The generated study WARRs based on ship sheet assessment from the 9-sptep process and analyzes. Dry-dock report to dock/pier conflicts, layercake of overall workload, overtime, full time equivalents, indirect straight time men per day requirements, contracted labor, loans and borrows, risk associated with executing the short and long term proposed workload, compared to include risk to individual availabilities. This covers the semi-annual opportunity to influence upcoming and out year budget. Man-day size, cost (dollar amount) and duration (length) and total workload. I have knowledge of the excitability Analysis that is the period that the budget cycle covers. Which focuses on individual availability excitability as well as overall excitability of the entire projected workload. The Don Budget Cycle culminates in a fleet maintenance board of directors (FMBOD) workload and workforce proposal to FMB. The DON address any changes that required for the upcoming year plus 1 and the current year plus 2. POM budget cycles culminates in a FMBOD workload and workforce proposal to OPNAV. The POM addresses current year plus 1 through current year plus 6. I have knowledge of the Banking JMLs process in advanced planning which Code 1200 may direct code 244.2 to stop or minimize material ordering. The Code 244.4 supervisor will identify which JML the EQS will utilize the banking process. EQS will review JML’s in “ACT” and route to the “PSM” bucket. Identify your banked JML’s with a unique DOC#. For JML’s with previously assigned document numbers older than 1 month, provide a new current Julian dated document number in block #8 and annotate the old document number in block #87 for tracking purposes to provide material continuity. DLA assigned JML serial numbers 4800-4849 for the purpose of re-submitting requisitions. I have knowledge of the FUM/Excess Material Process, which identified by Job Order, using MQSTK query in Mat database, Part number using MQREF query. Category code 4, 5 and U. The EQS should always check the FUM/EXCESS material using FUM Catalog/DMI. I have knowledge of in-service engineering agents (ISEA) and operational commanders for asset availability and optimal equipment deployment strategies. I have knowledge of the cannibalization process, which is a process for non-nuclear internal and external cannibalization of shipboard installed material and direct material inventory material. Cannibalized material is the responsibility of the PMM, both from donor and receiving project, working with the Business Agent, and the PEPM. I have knowledge of the functions and operations of the PMM tracker database. I have knowledge of the Disposition service or (DRMO) process for properly disposing of material. I understand the process for Submarine Maintenance Engineering, Planning and Procurement Activity (SUBMEPP) manage the submarine Long Lead Time Material (LLTM) Program, which provides non-standard material for SSN Title "K" and "D" ShipAlts. Items procured through the LLTM program are traditionally HM&E equipment or material with an acquisition lead-time greater than six months. Integration of LLTM within their life-cycle support model generates efficiency through multi-ship procurements, long-range planning, and centralized configuration control. In this way, SUBMEPP’s LLTM program helps keep costs down and ensures parts-availability for the readiness of our submarines. SUBMEPP does not forecast LLTM that has historically had a large Average Customer Wait Time (ACWT). Knowledge of the CCRP program The Submarine Factory addresses the Navy's imperative to accomplish more than 35 heel-to-toe submarine availabilities. Among SUBMEPP's responsibilities in the Submarine Factory are management of the Shop 31 Corporate Component Repair Program (CCRP) and other material initiatives. SUBMEPP helps ensure components are in-place to support the bow wave of depot availabilities. The driving objective is the shortest time-to-completion for submarine EROs, DMPs, EOHs and SRAs. Corporate cooperation on the Submarine Factory helps ensure the lowest cost, while maintaining the requisite quality of work. I have knowledge of the Advanced Equipment repair program (AERP) which is (inventory). AERP material is provided as free issue (funded by TYCOMs 2 years in advance). AERP components do not require requisitions (except for CASREPs to expedite delivery), however, we create tracking only JMLS to receive and monitor the items. I have an understanding and knowledge of the DLR turn in process and requirements. I have an understand of Code 600 functions and processes, which provide the overhead budget for development of the PHNSY & IMF’s overhead execution IT budgets & phasing plan, and out year budget & IT submission-phasing plan. Knowledge of their adapting and participating in the installation of approved financial and accounting systems and procedures. They review and analyze budget estimates and justifications by department. Coordinate and compilation of consolidated shipyard overhead budget. Code 600 prepares budgets for each cost center and department as assigned. The overhead budgets are developed and approved at the cost class level and job order when appropriate. The budgets will meet the technical criteria developed by the Budgeting Officer, but will meet the execution and mission requirements of the cost center manager. Tracking and monitoring execution of the budget for the cost center managers and the department or office heads. He or she prepares charts, which show trends and budget versus actual performance. Then Develops justification for explanations of variances and prepare requests to change the budget. Meet with each cost center manager to discuss the trends and financial performance and recommend solutions to funding issues Prepare and issue all funding documents for the assigned cost centers, maintaining records of expenditures, recapturing funds, and/or increasing funds as deemed necessary. They tracking outstanding commitment and direct material inventory to ensure accuracy and need. Respond to internal and external data calls. They prepare and issue monthly NAVSEA reports. Develop budgets create actual graphs and data for use by the ship commander in discussing budget performance with department heads. Code 400, which provides the contracting and logistics. I have the knowledge and experience of using a government commercial purchase card program on official business status. I have knowledge of the Contracting Officer Representatives (COR) and the major role they play to assist and provide oversite to contractors, ensuring they meet the commitment of their contracts. I have knowledge of the SAIC portions and their process at Pearl Harbor. I have knowledge of Code 500/DLA function, which is the main supply department. Including Job Readiness Cell (JRC) for Kitting and non-stop exaction support. HMA-MSM material, HMB-production Support, HMC-Business Office, HMB-Production Support and HMDA-Commercial Sourcing (Contracting), HMDB-Micro Purchasing (GPC). I have knowledge of hazmat CIM inspection code 2 hazardous material reviving process for DLA. I have knowledge of general JML processing, required application and uses, priority for advanced planning. I have knowledge of the rotatable pool process. VCL load list items conduct stock check in MAT database which provides a usable assets that includes document numbers that must be sourced to prior to ordering through the stock system. All request sourcing of this materials/assets must be authored with the rotatable pool coordinator which would be the lead EQS. They then review drawings, plans, and JML for accuracy. Must contact SHAPEC to put change pending if changes are needed otherwise have them put it into approval status. I have knowledge of JML re-submittals requirements for material that is rejected or replaced. If the stock system has a cancellation, the inventory is lost, material is lost during transit, wrong stock system material received, delivery is unsatisfactory, material is on backordered or delayed in stock system, local purchase is required.

12/2014 to current; 40 hours per Week; Combine Trades Supervisor/Zone Manager Code 300; WS-4701-14. Last promoted 1/24/14, Combine Trades Supervisor promoted 05/2009; permanent employee; on temporary promotion; Pearl Harbor Naval Shipyard and IMF, Pearl Harbor Navy base; Combine Trades Supervisor; Michelle Gideon 808-***-****, Abel Texeira 808-***-**** or Kenny Joseph 808-***-**** may contact supervisor.

As a Combine Trades Supervisor/Zone Manager, I am responsible for the planning and successful execution of projects in the shipyard. I am knowledgeable of the Baseline Project Management Plan and use it to plan the availabilities. I monitor, provide oversite, direct, supervise and coordinate first line supervisors, mechanics and apprentices of all the various trades. Project management often consults me for my expertise in the mechanical area. I conduct daily surveillances, manage project progress of the availability, update work and evaluate progress of jobs on the deck plates. Through constant communication and surveillances, I am able to update, execute, and maintain the projects schedule. I have successfully planned and executed new A&I’s (alterations and improvements) and SA’s (ship alterations) on numerous naval vessels. I conducted thorough job summary reviews of different ship system types during pre-planning on the USS Chicago and ensured they have met the intent of the AWP. These job summary reviews included ship alterations and improvements, repairs, replacements, refurbishments, system testing and over all ships overhaul. Which in turn it will help with the projects strategy of a successful and well-planned avail. I assisted in developing the project’s, SPCC strategy, Tank work strategy, Overtime strategy, Safety strategy etc. I assisted the Project Engineer planning Manager (PEPM) with the project plan timetable reviews and meeting to ensure project team was on track. I conducted Job SWLIN review, researched past availabilities problems, for cost over expenditure and false resource demands in comparison. In order to provide oversite and development of a plan for Internal Cost Price meeting (ICP), conducted with department heads and the Shipyard Commander. I managed and oversaw project Resource Constraint Schedule (RCS) by reviewing Histograms and analyzing WARR projections. Pert charts, spike reports and gant reports. I reviewed possible material issues due to long lead Items not being available. Then came up with alternative methods with tech code or engineering guidance and replacements. I made promotion recommendations for upcoming personnel. Provide coach/mentoring, personnel development, personnel performance development plan goals (CTD, special qualifications, job lead suggestions), asset reassignment for special skill personnel, multi trades/skill mix placement on project and key jobs, organization promotions, teamwork and shipyard core values. I promoted and clean and a safe work environment and promptly address noncompliance, them made the proper corrections. I acted as a good steward of public funds and appropriations. I demonstrate personal results in learning the Shipyard business and increasing the scope of my trade and positon. I acted and portrayed an individual responsibility for managing the work at the right level and making the right effective decision at the right time. As a Second Line Supervisor and project team, we thrive to achieve the FY17 Shipyard safety and health program goal for total case injury rate. I expressed the importance in my daily pre job briefs to my workers, shipyard, project team and my expectations to the workers. We as a team actively participate protecting classified information by storing and maintain it proper classification in the right area. I promoted a good organized and clean work area to reduce the total number of security violations (Physical/Information Technology). Our goal was to achieve a lesser number of violations achieved the prior fiscal year, which is an individual, project team and shipyard goal. I instilled the import ants of increasing the productive capacity but with safety and first time quality. We thieve to achieve an exceptionable plan to beat the previous Y16 man-days. I as an individual and as a project team we implemented and complied with command surveillance and quality feedback programs. We identify error, associated trends and made corrections to all deficiencies. In turn, minimize Level 1 and Level 2 problems project team and shipyard wide by promoting awareness. I express the important of a good work practice and performance. Which follows the Command’s core leadership principles, program standards and accountability within a learning organization? . Helping them to develop a career plan using the Shipyard’s Career Pathways Programs, On the job training and mentoring programs. As a Combine Trades Supervisor, I provide a safe, clean and supportive learning environment. Were the worker could thieve on success and stand out above the rest. I instilled the LEAN work practices and process; provide a proper work break down structure and schedule. I implemented “Shared Vision,” for the whole project team to accept ownership of all work and tasking to be carried out in a timely manner. I instilled “Team Building, “as workability meetings We used the “SRV” the most important meeting that looks 6 weeks out. I conducted schedule maintenance and viewed future work to ensured, we had people, paper and personnel, to meet the milestones/key events. I broke down “Mental Models,” which stress the important that we can all learn from each other, no one-team member is greater than the other. I used “System Thinking”, using different ways to be more efficient with the work breakdown structure in pre-planning, Ensure we have all the key elements during execution, also everyone has proper understand of the component/components or system being overhaul, refurbish or fabricated. Last but not least the “Personal Mastery,” which is none stop learning of the ones craft or trade; as well as having an open mind to learn new things on a daily bases. Thinking of new ways to overcome barriers and obstacles that lay ahead. Follow our develop plan to meet the command mission, goals and objectives. I manage the require resources and work force require each CU phase to support the entire avail through the RAP process. There proper communications and teamwork we achieve our goals and the USS Charlotte production work was complete on time. I lead meetings (DPL, Daily focus, DPL, SRV) and participated in conferences (IPTD, Personal Mastery, PMF), to support a one-goal one-vision organization. As a Combine Trades Supervisor, it is my task to complete a nonstop work production contribution, with a strong commitment to excellent on my part. I conducted daily schedule maintenance using (PSS) performance sequencing and scheduling program and (PMC) Performance Management Control program. Presented supervisors and mechanic with the plan of the day and upcoming jobs. Conduct strategy meeting for high-risk jobs with other zone managers, supervisor and mechanics. Review weekly performance metrics, graphs, and brief project team on jobs status. Those being our customer we worked together toward a common goal and successful Avail. Return the ship to the fleet on time or earlier and under budget pre our agreement. As a Combine trades Supervisor, I monitor purchasing new material, set and developed a budget, material cost, labor involved, reviewed, and worked side by side with contractor on shipboard systems. With the project team during the ICP to ensure, we are working the correct sequence of work and top priority. To continue nonstop execution on the deck plates and supporting the worker. I conduct meaningful performance dialogues with other trade zone manager, first line supervisor, contractors, work leaders and workers. Also during Critical Path and Storyboard meetings, I would present the progress made, ideas to recover from lost time from issues and stressed areas where we may improve and make up time during the avail. During our work package, we work a vast variety of jobs ranging over 250 cu phases in multiple locations throughout the vessel in various stages during the avail. I ensured we have a mutual understanding of work priority, sequence and performance expectations. I made meaningful distinctions to key task and all specialty and time constraints. I also recognize and reward excellent performance and outstanding work conducted by the worker. I quickly addressed poor performances and conduct issues, and then made the proper corrections to maintain accountability and work ownership. I ensure we maintain a proper understand of position descriptions and they remained current at all times. I comply with and ensure proper understanding of Equal Employment plan Opportunities (EEO) principles. I provide oversite to issues, made recommendations, briefed personnel on regulations and mentored personnel’s personal development to maintain motivation and good stewardship within the program. I stored and maintained eligibility to access classified information (NOFORN, CLASSIFIED, FOUO ETC). I promoted and commented on the continued security clearance eligibility of subordinates who have access to classified information. I stored and maintained eligibility to access classified information by effectively protecting and managing. All Classified, Unclassified Naval Nuclear Propulsion Information (NNPI), Business Sensitive, For Official Use Only (FOUO) and Personal Identification Information (PII) material. I made promotion recommendations for upcoming personnel. Provide coach/mentoring, personnel development, personnel performance development plan goals (CTD, special qualifications, job lead suggestions), asset reassignment for special skill personnel, multi trades/skill mix placement on project and key jobs, organization promotions, teamwork and shipyard core values. I promoted and clean and a safe work environment and promptly address noncompliance, them made the proper corrections. I acted as a good steward of public funds and appropriations. I demonstrate personal results in learning the Shipyard business and increasing the scope of my trade and positon. I acted and portrayed an individual responsibility for managing the work at the right level and making the right effective decision at the right time. As a Second Line Supervisor and project team, we thrive to achieve the FY17 Shipyard safety and health program goal for total case injury rate. I expressed the importance in my daily pre job briefs to my workers, shipyard, project team and my expectations to the workers. We as a team actively participate protecting classified information by storing and maintain it proper classification in the right area. I promoted a good organized and clean work area to reduce the total number of security violations (Physical/Information Technology). Our goal was to achieve a lesser number of violations achieved the prior fiscal year, which is an individual, project team and shipyard goal. I instilled the import ants of increasing the productive capacity but with safety and first time quality. We thieve to achieve an exceptionable plan to beat the previous Y16 man-days. I as an individual and as a project team we implemented and complied with command surveillance and quality feedback programs. We identify error, associated trends and made corrections to all deficiencies. In turn, minimize Level 1 and Level 2 problems project team and shipyard wide by promoting awareness. I express the important of a good work practice and performance. Which follows the Command’s core leadership principles, program standards and accountability within a learning organization? I focused and encourage the work force to strive for excellence and pushed to achieve the common goal. Providing guidance and support to the work force employees to practice the discipline of Personal Mastery. Helping them to develop a career plan using the Shipyard’s Career Pathways Programs, On the job training and mentoring programs. As a Combine Trades Supervisor, I provide a safe, clean and supportive learning environment. Were the worker could thieve on success and stand out above the rest. I instilled the LEAN work practices and process; provide a proper work break down structure and schedule. There proper communications and teamwork we achieve our goals and the USS Charlotte production work was complete on time. As a Combine Trades Supervisor, it is my task to complete a nonstop work production contribution, with a strong commitment to excellent on my part. I conducted daily schedule maintenance using (PSS) performance sequencing and scheduling program and (PMC) Performance Management Control program. Presented supervisors and mechanic with the plan of the day and upcoming jobs. Conduct strategy meeting for high-risk jobs with other zone managers, supervisor and mechanics. Review weekly performance metrics, graphs, and brief project team on jobs status.

12/2012 to 2014; 40 hours per Week; First Line Pipefitter Supervisor/ Shop 56; WS-4202-10;code 960; WS-4701-14. Last promoted 12/24/12, permanent employee; on temporary promotion; Pearl Harbor Naval Shipyard and IMF, Pearl Harbor Navy base; Neal Matsumoto, (808) 368-

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