Project Analyst Parker Hannifin

* **** **** ** #**** Rudholff E. Bischoff ********.********@*****.***

Staten Island, NY 10304 Mobile: 949-***-****

Summary

I am a certified Program Management and Operations executive with over 10 years of experience and a proven track record leading high performance teams, driving profitability improvement projects, establishing and maintaining premier customer relationships, and capitalizing on business opportunities by delivering results.

My experience is focused in commercial and military aerospace systems with the Aftermarket/MRO & Production OEM. My knowledge extends to products corresponding to Flight Controls, Fuel, Electronics, and Hydraulic Systems. My latest venture has been in the logistics field with Amazon supporting a hyper growth strategy in Delivery Stations.

Selected Achievement Highlights

Professional Experience

Amazon – AMZL Logistics (New York, NY) Oct 2020 – Present

Operations – Sr. Operations and Site Leader

Site leader of largest Single Cycle Delivery Station in NYC/Long Island Region, delivering over 500k packages per week. Employing 600+ hourly and salary associates.

Sr. Ops Leadership and Responsible for all Operational aspects including Sales and Operations Planning process, expense planning, resource forecasting, productivity improvements and leadership development.

Responsible for Safety, Quality, Delivery, and Cost performance indicators across multiple sites.

Ramped up production volume output by 144% to support increase in demand for the holidays.

Collaborate with cross functional teams and lead the launch of new Delivery Stations across the New York City Metro Area.

Ensure alignment between Delivery Service Providers, Operations, and Engineering teams to scale solutions across sites and the overall network.

Parker Hannifin Aerospace – Fluid System Division (Hauppauge, NY) Oct 2017 – Oct 2020

Operations – Site Business Team Leader

Operations – Site Product Support Leader (Promoted 2018)

Accountable for Site Operational P&L performance and Program Management in a Plant with 240+ employees and $125+ Million in revenue with a focus on safety, quality, cost, delivery, and business development.

Executed Strategic market segmentation strategy in the aftermarket that led to a gross margin/profit increase of >$2M per year.

Improved “Premier” Customer On-time Delivery performance through Supplier development from 85% to 97%.

Improved financial product performance on loss leading product from -14% GM to breakeven through lean implementation and supplier development.

Responsible for cost leading region manufacturing in Guaymas, Mexico.

Moog Inc – Aircraft Group (Torrance, CA) May 2016 – Oct 2017

Operations – Operations Mgr, Global Sustainment

Site staff member reporting to the Site Leader as the aftermarket leader for the Military and Commercial Business Sectors in a Plant with 400+ employees and $300+ Million in revenue.

P&L Management of $70+ million in aftermarket aircraft operations with a focus on safety, quality, cost and delivery.

FAA/CAAC Accountable Manager for site operations, Domestic Military Depots, and regulatory agency compliance requirements (DCMA, FAA, EASA, CAAC).

Promote Moog technologies and sector growth by establishing and maintaining customer relationships to drive New Product Introductions (NPI).

New Product Introduction Manager responsible for reverse engineering execution.

Parker Hannifin Hydraulics – Industrial Cylinder Division (Corona, CA) June 2015 – May 2016

Operations – Plant Mgr (Interim)

Operations – Site Production Mgr

Leadership for Plant operations with 45+ employees and $30+ Million in revenue and coordination of all Plant functions.

Developed and managed Plant budget and P&L targets for business execution.

Ensured Plant has proper inventory, production control scheduling, logistics and quality procedures in place.

Authored and implemented manufacturing processes, demand flow technologies, and a team of empowered employees to improve efficiency and increase site capacity.

Drove special projects supporting Division General Manager initiatives (lean supermarket and point-of-use vendor management inventory parts).

Parker Hannifin Aerospace – Control Systems Division (Irvine, CA) Oct 2014 – June 2015

Operations – Value Stream Mgr, Electronics (Promoted 2015)

Leadership of Flight Control Electronics Value Stream related to production, aftermarket, and new program development worth over $25 Million with a focus on safety, quality, cost, and delivery.

Leadership of 30+ direct reports and additional cross functional support team members across three shifts.

Responsible for transition of product life-cycle (design, prototyping, production and aftermarket support).

Led the outsourcing effort of legacy products to allow capacity expansion on new programs.

Led the lean transformation of the Operations team with an emphasis on operational and financial metrics while meeting all regulatory requirements.

Parker Hannifin Aerospace – Customer Support Division (Irvine, CA) July 2010 – Oct 2014

Program Management – Sr. Project Analyst (Promoted in 2014)

Program Management – Project Analyst (Promoted in 2013)

Program Management – Program Administrator (Promoted in 2011)

Program Management – Associate Program Administrator

Project Manager responsible for continuing contract performance in capital projects ensuring customer requirements were met with the best interest of the organization.

Site Manager responsible for the B787 Dreamliner Primary Electronics Cooling System (PECS) flight line product improvement & retrofit (PI&R) campaign in Everett, Washington.

Led two Strategy Deployment initiatives for the Aftermarket team to drive improvements within Contract and Program Management teams.

Led the Aerospace Aftermarket Division Export Compliance initiative that drove improvement from 16% to 90% in compliance per Brazilian Customs.

Led and supported negotiations of Product Support Agreements (PSA) and Long Term Agreements (LTA) that recovered over $10M in Liquidated Damages and Royalties.

Led divisional readiness and lean transformation projects on Entry-into-Service (EIS) platforms.

Education

Pepperdine University - Graziadio School of Business and Management, MBA.

California State University, Long Beach - B.S. in Business Administration, Management.

Harvard University – Corporate Finance Certificate.

Professional Organizations/Other

Project Management Institute (PMI)

Certified Project Management Professional (PMP #1596971)

Certified Risk Management Professional (PMI-RMP #1738859)

Certified Associate in Project Management (CAPM #1478025)

American Society for Quality (ASQ)

Certified Six Sigma Green Belt (CSSGB #14891)

Languages

Spanish (Fluent)

Others Notable Items

Completed Parker’s “Building for the Future” (BFTF) Leadership Development Program; Presented “Additive Manufacturing Industrialization Strategy” which supported the execution of the Parker's AM CoE

Presented “Marketing Renewable Energy” in the University of Hamburg, Germany

Black Belt Training completed through Ohio State University Extension Program

Certified PMO Risk Management Trainer

Trained as a “Change Agent” to lead and facilitate lean “Kaizen” events

Trained as Lean Enterprise Facilitator

Completed Lean Boot Camp III Workshop

Completed Lean Standard Work & Takt Time Planning Workshop

Formally mentored by Business Unit Manager of Composite Sealing Systems Division (Baja Mexico)

Formally Mentored by Parker Aerospace’s Director of Logistic Services

Formally Mentored by Parker Aerospace’s Vice President of Integrity

Completed Parker's Aerospace "Grad Program"; Presented “Competing through Analytics” to Aerospace Group President and Vice Presidents

Improved Site Productivity by >85% from 27 PPH (parts per hour) to 50+ PPH in less than 90 days across four sites.

Increased GM% by >20% driving a $1M DNE improvement through POP implementation.

Increased V-22 throughput more than 300% by implementing lean process tools within the processing and A&T value stream.

Drove margin improvements with a 15% headcount reduction through a 7% improvement in sector efficiency by implementing lean scheduling techniques, a teardown cell, and visual management tools.

Turned around an underperforming $25 million Electronics Value Stream by reducing Customer Returned Goods (CRGs) by over 60%, reducing total inventory by over $3 million, and reducing past due by over 38% with the use of theory of constraint methodology.

Accomplished premier customer service by leading the improvement of Parker’s Customer Support Performance Scorecards by over 20% and reaching top quartile in Commercial and Business Jet. platforms through improvement projects related to cost, product performance and schedule adherence.

Drove year over year profitable growth through the negotiation and recovery of $5+ million in contractual claims and over $10 million in product improvement campaigns across 9+ sites.

Empowered Employees by creating a Program Management lessons learned monthly review to advance the development of new PM team members, mentored new grads within the Aerospace Group, and facilitated Lean and Problem Solving Training for Operations Group Leaders.

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