Lori A Jones-Pineda

**** ** **, ******, ** *****

361-***-****

Nueces County Bishop Library

*** *** ******

Bishop, TX 78343

361-***-****

Feb 29, 2016 - Present

I run the Bishop Library by myself, however I do have support for guidance through the Keach Family Library and I trained there for 5 months. I perform many support activities involved in operating a library by assisting the professional librarians following established rules and procedures and policies. I assist in the administration of a branch in the absence of a professional librarian. I generally work in both technical and user services. When working in user services, I work directly with the public to help them find the information needed. When working in technical services it is acquiring and preparing material for use and dealing less frequently with the public. I also perform routine general library work and acquire proficiency as I rotate through each area of the library. I also work on special projects.

I participate in all the work at the circulation desk such as processing interlibrary loans, and reserveing books, guide the computer use of the patrons and train them in the use of the computer; instructs patrons in the use of media and equipment and how to operate equipment, answers telephone, receives overdue fines, etc; I also orient patrons to the library by informing them of services available and the location of media, by recommending media and by explaining use of the Public Access catalog; records departmental statistics; I maintain the record collection by placing orders as necessary; compiles and maintains suspension list; compiles and maintains reserved books, tag and take cash.

I also provide reference services for patrons, assists in locating reference sources and instructs in their use; operate and maintain audiovisual equipment. I am in charge of promoting programs for patrons in Bishop and also maintains the collection by recommending what media will be mended or discarded and by shelf reading. I also perform all other duties as required.

I also am in charge of story time for preschool age and toddler children, not only reading a book to them but getting them involved in playing out the book or discussing the meaning behind it. I attended a workshop STEAM in preschool Story Time and have incorporated what I learned into the Bishop Library. This has to do with helping children get ready for preschool with counting, adding, measuring, Life Science, physical science, etc. I do this through storytime, encouraging them to play, observe, investigate, ask questions, sort objects, making predictions and repition. I was also trained at the University of Texas Austin in the California Academy of Sciences Action Club. The vision of the training aims to revolutionize science learning among middle school youth in afterschool programs. The youth are the leaders of all investigation and science projects, I am there to facilitate. My goal is to inspire and educate the next generation of critical thinkers, active citizens and environmental stewards. In the Science Club we use iNaturalist which is an online social network of people sharing biodiversity information to help each other learn about nature. I currently have 43 5th graders participating in my Science Action Club “Bugs in Your Schoolyard”

I have excellent computer skills, in all apple products as well as Microsoft Office, Excel, Word, Outlook, Access, etc. I am knowledgeable of computerized circulation system, I have the ability to assist public in using personal computers and products on local area network.

I have dealt with associates and the public in a courteous manner since beginning my career at CCAD in 1982. As a former supervisor for 14 years I have the ability to make decisions of other than a routine nature in order to meet controlling conditions, changing priorities, etc. I have a neat personal appearance, am emotionally stable; and have pleasing demeanor.

CORPUS CHRISTI ARMY DEPOT (01/12/04- 10/23/15) Master Data Manager GS-1101-13 Supervisor:

Forrest Kelman 961-3632; Contact:Yes

For the last 16 months I have held the position of Master Data Manager (MDM) Division Chief of the Process

Work Definition/Master Data Management Division in both a detailed and acting capacity. Not only have I

held the Division Chief position but have also held the position of Master Data Branch Chief over both

Airframes Support and Engine Support Branches at the same time. I have led and managed this Division

which is dedicated to creating and maintaining production master data in the US Army’s Enterprise Resource

Planning System, Logistic Management Program as well as Computer Automation Manufacturing System

(CAMS). MDM maintains critical master data elements within the logistical support infrastructure required for

execution. Since June 2013 our focus in this Division has been to not only correct the master data in LMP but

also reduce the mast data footprint in preparation for CAMS. Routes have been reduced from 40,963 down

to 32,635, RBOMS have been reduced from 34,400 down to 26,044, and Preferred Versions have gone from

47,830 down to 42,767. These numbers will continue to reduce during LMP Increment 2.

MDM participated and completed TL1 andTL2 Data Validations (with no training), identified errors/exclusions

in prep for TL3 Data Load. All errors identified during TL1 were corrected prior to TL2 snapshot being taken.

TL2 data validation showed very few errors/exclusions based on the knowledge gained during TL1 and the

cleanup effort made by MDM personnel.

After the MRP Rock drill MDM Division coordinated with David McRee from LOGSA to update the ZCS11

tables with a new Scope of Work format that allowed us to build Preferred Versions at a program specific

level. Aligning the Preferred Version table with the Customer Enhancement tab in CJ20N (WPC, Scope,

Customer Code, and Country Code) assured accuracy of multilevel BOM explosion and proper route

assignment for Materials per program. The effort also led PWDD to educate the PM side of the house on the

value of the Customer Enhancement tab and how the accuracy of those four fields affect the scheduling and

material reservations against a program. All three Branches have also worked really hard on standardizing

master data throughout the Division through team work with LOGSA, this has helped LOGSA understand our

Master Data.

I participated in 2 weeks of CAMS decision discussions that are paving the way for CCAD’s LMP Increment 2

Deployment.While determining CAMS program goals and developing work plans MDM identified FY15 &

FY16 programs to establish priority targets and PDIT programs. Since these workshops have been

completed and decision papers signed, MDM began the creation of PDIT CAPP Plans and Phase 1. We

requested our Technical Data be broken down to atleast the paragraph level in order to direct artisans to the

correct paragraph eliminating the requirement for them to search in any DMWR/TM/NAVAIR, etc. We were

able to get naming destinations added to 49 DMWR’s for PDIT and Phase 1, this is allowing us to create

CAPP plans with direct links. Five employees in MDM were given a 2 week overview of Creation of CAPP

Plans in CAMS, however that did not stop the progress of this Division. I created groups within MDM to

create how to documents for creating Standard Library including standard texts, standard plans, standard

operations, etc. Many of these standard texts will be used across the Division. All 3 branches have had

participants and have worked very well together in making our rules for the Division instead of for each

Branch. This goes back to the statement above of standardizing master data. We also created a how to

document for the creation of CAPP Plans. There is nobody within the Depot that can train us so we are

having to train our selves, so by having all Branches work as a team I feel each employee is learning much

more other than just the Branch they work in, I feel this will allow us to use employees across the Division to

ensure all CAPP plans are developed on time per phase. There are approximately 20,000 CAPP plans

requiring creation. CAMS DL3 module was turned on September 20 and since this date MDM has created 38

requiring creation. CAMS DL3 module was turned on September 20 and since this date MDM has created 38

CAPP plans ready for Production and Quality approval.

MDM always becomes the leader in assessing the impact on the organization’s programs when programs

and policies change. Due to us owning all Master Data we have an overall understanding of how

changes/new programs and policies etc will affect not only Master Data but how it will impact the Depot. It is

a requirement of my Division to become an SME on all changes coming to CCAD. Many examples of the

requirement for us to be SME’s have been shown in LMP. We would get calls all day long telling us our

RBOMS are wrong and parts are not in there when in fact nobody knew how to explode lower level RBOMS

so we had to educate them. MRL scrubs were given to this Division and again we were not given any training

so we taught ourselves and because of our knowledge of Statement of Work (SOW) for each program, we

understand parts are loaded as 100% replace or why WHO5 based on repair vs buy analysis. This

requirement has since been handed over to Supply Chain Management (SCM) but MDM is the area that

trained SCM.

I was part of the Depot’s Windchill assessment. I was a functional SME. I identified critical success factors

and/ormetrics that enabled CCAD to determine if Windchill would be a benefit to the Depot or not. I took basic

training courses at "PTC University” for Windchill/Arbortext. I created a story board with Kevin Reese and

Fred Koch for the Depot’s Pre Authorization Release Process (PAR). This story board was how it is done now

and what we would like to see. We requested that PAR flow from AMRDEC directly into Windchilland update

our work instructions automatically after an MDM employee gave the go ahead to incorporate. I also created

the story board for the creation of DEXS and MMETS travelers and MEC process. I also identified to the

level the DMWR 1-1520-237 needed to be bursted/dissected down to and that level was to the paragraph

level. This allowed us to send the artisan to the specific paragraph he or she would need for the task

identified for them to perform. This eliminated the requirement for the artisan to search for required technical

data. During the actual assessment I created work instructions/travelers using Arbortext and publishing them

using Windchill. Due to the level the DMWR’s were bursted down to, I was able to prove that I could point to

specific sentences and/or paragraphs that showed the mechanic only what they needed to see. During the

assessment I learned Activity Types, how to complete a Task. Viewed Related Data, Set Up Users, PAR

Workflow, MEC Workflow, MEO Workflow. What the workflow showed us was exactly how MEC’s, MEO’s,

and/or PAR’s would flow directly into the work instructions. The walkthrough of the workflows revealed to all

that the Work Instructions would be assembled in Windchill out of the bursted technical data. Thereafter a

Traveler would still be produced in MMETS using the Windchillgenerated Work Instruction, and then the

complete Traveler would be reviewed by QA for approval. The assessment was a success and all felt

Windchill would benefit the Depot.

MDM works with Methods and Standards Branch in maintaining work center governance data to allow for

accurate scheduling of maintenance activities and support overall desired RTAT. Managing and

maintaining the Work Center governance data is an imperative process to the mission of the

Depot and to the fruition of a route. This includes correctly allocating labor times for each

individual step in a route as well as understanding and implementing the correct sequencing of

them. Methods and Standards is responsible for identifying all standard operation times based on MDM’s

routes and work instructions. MDM identified requirements to OEM’s and IED engineers on route and RBOM

validations. Working with AMDEC engineers from ALC inputting final version of validated routes, explained to

them during the first entry of the M/R Blade what was not working for the entry, identified instances where

work centers needed to be combined and not broken out. Educated IED engineers on which tabs must be

populated when creating a new work center.

CORPUS CHRISTI ARMY DEPOT (01/12/2004 - 10/23/2015- Supervisory Equipment Specialist

Corpus Christi, Texas United States

Supervisor: Forrest Kelman 961-3632; Contact:Yes

Pay Grade: GS - 1670 - 12 NUMBER OF HOURS WORK PER WEEK: 40+

I direct, coordinate, and oversee work of matrix management teams in Aircraft Process Support Branch, I

I direct, coordinate, and oversee work of matrix management teams in Aircraft Process Support Branch, I

establish and adjust long-range priorities, schedules and deadlines for work assignments and coordinate

work requirements. The organization I supervise is responsible for developing and maintaining LMP master

data in the form of Product Structures which are executable by all Shop Floor entities; I am responsible or

directly influence the integrity of master data management, configuration management, complexity, logistics,

and supply chain management for a wide array of maintenance programs for rotor wing aircraft, major

components, and assemblies at the Corpus Christi Army Depot. This is accomplished because of my

specialized experience in Logistics Modernization Program (LMP)/Enterprise Resource Planning

(ERP)/System Applications and Products (SAP) technology. With this knowledge I have effectively been able

to direct, coordinate, and supervise goals that I have assisted in setting in my division for the long-range

priorities, schedules, and suspense dates of the product structure for these programs.

The configuration management, complexity, logistic, and supply chain management piece is properly

managed in my area because of my experience in interpreting the customer statement of work (SOW),

Mission Data Analysis Reports (ZPS_MISSIONRPT), Material Requirements List (MRL), and technical data

(TM, IETM, DMWR,TO, NAVAIR, MEC, MEO, SSI, EDIS, FEDLOG, HAYSTACK) which are integral to

meeting cost, quality, and schedule in a remanufacturing facility. This data is then executed in programs such

as DEXS, MMETS, and ESPS. From these databases, I lead my Branch in the development of routes

(CA01, CA02, CA03, CA51, CA60, CA80, CA85, CEWB) which are used to schedule maintenance activities

and accurately reflect repair turn around times (RTAT), labor hours, sequential order of maintenance to be

completed, and allocation of material in each maintenance operation. I also lead my Branch in the

development of remanufacturing bill of materials (RBOMs) (CS01, CS02, CS03, CS15, CEWB). Must ensure

that BOMs are developed, revised, updated, accurate, and maintained to achieve 98% accuracy. Attention to

detail is critical when determining BOM accuracy.At least once a week my Branch will get questioned on

RBOM accuracy from AMCOM personnel, many times the questions are why are there so many independent

demands (which means it was not in the RBOM), my responsible team will then research and get an answer

back to headquarter and if a part is required to be added, we will do that immediately. It is imperative that we

articulate and coordinate with requisitioners to ensure changes to BOMs and routes are correctly established

in LMP. We also work this same way with anybody questioning anything on an RBOM or even on routes.I

consider this method of research our method of troubleshooting BOMs and routes and creating alternate

BOMs and routes as required to prevent work interruption I perform a COW-i (Control Object Weighting

Index) analysis quarterly of master and production data for RBOM accuracy. My Branch determines Depot

Overhaul Factors (DOF) for Sikorsky supported items resulting in cost avoidance to the Sikorsky/CCAD

material contract (TELSS/UCA), as well as the aid in factoring correct planning of material requirements

(CJI3, MB51, MB25, ZPP01, ZCN41, COOIS). Another piece that my Branch is responsible for is the creation

of production versions (C223) that marry the correct route and RBOM combination. We then have to maintain

the preferred version table (ZCS11) for all the rotor wing aircraft, major components, and assembly programs

in my area.

We coordinate all work operations with other organizations to assure effective programs and to work out

problems. Establish operating guidelines for procedures, methods and other work requirements. Develops

quantity and quality work standards.

As the owners of all Master Data, pilot overhauls, releasing of all technical data in the Depot, buy versus

repair decisions, process improvement suggestions from this Branch it is imperative all research must be

properly documented when we are selecting between competing alternative solutions based on cost of

operation and sustainment as well as system performance. Is it more economically feasible to buy a new

asset versus repair, are they available in the supply system. If an item had a long lead time, what are our

suggestions in the mean time, is there suitable substitute? Engineering approval must be given but we

provide suggested substitutes. Are there more economically feasible ways to process parts being removed

from the aircraft? Can we bulk process, can we clean first, these are all things my Branch discusses and

makes decisions on regularly.

I also promote and administer various management programs and philosophies, such as Process

Improvements, Lean Six Sigma, safety, incentive awards, beneficial suggestions and property management.

I have experience developing business rules and governance to manage and measure master data to ensure

transactional and planning activities are completed with accuracy and reliability. I am also responsible for

Configuration Management with managing statement of work requirements (SOW), technical data, and

Configuration Management with managing statement of work requirements (SOW), technical data, and

changes thereof which are integral to meeting cost, quality, and schedule in a production environment. My

organization develops complex product structures in an Enterprise Resource Planning (ERP) system which

execute in large scale production environment. I also ensures supply chain management, capacity resource

planning, and material resource planning results are in accordance with desired objectives as they affect

complex product structures. I am experienced in identifying data and organizational relationships in an ERP

environment to ensure congruity of operations and the downstream effects master data.

I helped charter the creation of a Master Data Management team that helped develop business rules and

governance to manage and measure master data. In this team we briefed top command personnel in Weekly

Business Reviews (WBR) and Governance Board meetings with the stakeholders. During these meetings we

aligned the goals from an Army Materiel Command (AMC) level to improve the integrity of master data

management. Overall, I have been able to effectively lead my Branch because of my supervisory abilities and

knowledge of all the master data processes. This has entailed communicating and coordinating effectively

with technicians, artisans, engineers, manufacturers, industry experts, high level managers, and command

officials locally and from partners such as Sikorsky, Boeing, and Computer Science Corporation.

Communication orally, in writing, and electronically with these entities has helped maintain the product

structure for several programs at the Depot.

I also lead functions that include managing the centralization of depot work flow routing and process

documentation to accomplish overhaul, rework, and/or modification of airframe, engine and components IAW

technical data for production planning and control purpose; and developing and maintaining man-hour

performance measurement and evaluation tools through the method and standards program to increase

productivity, efficiency, and economy of depot resources. There are numerous occasions when we meet with

Production personnel on issues they are having, if there is a question where no clear cut answered is found

in any technical data I will guide my employees to submit an MEC in order to let Production continue. When

PSA or Quality create an MEC it is up to my Branch to research to ensure the MEC is valid and if it is then to

forward to AMRDEC through the ESS system. After any MEC is answered it is the responsibility of my

Branch to get it stamped by QC and provide a copy to all involved, PC, Production, QC, and PSA. My Branch

is responsible for analyzing all information such as MEOs, MWOs, ECPS, SOFs, Technical Data, drawings

etc. to determine impact of design changes. When any one of these items is put in our PAR box, my

employees then research to ensure the Depot can comply with any and all requirements, do we have all

required tooling, do we have the space and manpower to accomplish. During our PAR process it must be

determined if the change or new technical data will require additional manhours, if so we must notify Program

Management for possible renegotiation with the customer. Work efforts primarily support the accomplishment

of the mission-essential production operations of the depot and directly affect the accomplishment of those

efforts. I determine program goals and develop work plans. I determine resource needs, and accounts for

their effective use. I coordinate program efforts with other internal activities and with outside entities, when

required, making decisions in consideration of the effect they will have on other organizations, labormanagement

relations, economic impact and policies. I assess the impact on the organizations programs

when programs and policies change, ie SOW or CCAD Regulations. I determine program priorities for my

organization to ensure all entities are being fully supported. I make decisions on personnel policy matters

affecting team leaders and employees. I delegate authority to subordinate team leaders to direct their work

units and employees, and monitor the performance of their work units in accomplishing the assigned

workload. I oversee the implementation of technical documentation, sequence of routing, special tooling and

requirements incidental to the progressive staging of aircraft programs(including preservation), engines,

aviation accessories, from induction to final assembly and into preservation or overhaul prototype, and

modifications thereafter, or production line operations. I direct, coordinate, and oversee work of matrix

management teams, teams are individuals throughout the depot and provide review, evaluation,

development, improvement, and coordination of production processes for production overhaul of assigned

commodity area of USA, USAF, USN rotary wing aircraft, jet engines and components. I assign work to

teams/individuals based on priorities, selectively considering the difficulty/requirements of assignments, and

the capabilities of employees. I find and implement ways to eliminate/reduce significant barriers to production,

promote team building, and improve business practices. I establish and adjust priorities, schedules and

deadlines for work assignments. I analyze work requirements to determine resources needed and make

adjustments. I collaborate with higher level supervisors in making decisions relating to changes in operations

and coordinate work operations with other organizations to assure effective programs. I review and analyze

production information and reports to evaluate progress, to be aware of actual or potential problems and to

production information and reports to evaluate progress, to be aware of actual or potential problems and to

take or recommend actions to improve operations and reduce costs. I inform higher level managers of

progress and problems. I ensure adherence to policies and procedures for work-site security. I explain new or

changed programs and procedures. I establish operating guidelines for work requirements. I resolve

tech/operational problems. I develop quality work standards. I constantly monitor monthly budgets, Overtime

usage, and planned hours vs actual hours expended against programs. I establish/revise standard operating

procedures for the work operation and coordinate actions with appropriate line and staff office(quality,

engineering,) I plan and establish overall leave schedules, determine training needs of subordinates, counsel

employees on performance, set performance standards, and make formal appraisals of subordinates' work

performance. I interview candidates for vacancies and recommend employees for promotion or

reassignments. I review job descriptions for currency and accuracy and make necessary changes. I initiate

proposals for formal disciplinary action as needed. I may serve as management representative at hearings,

meetings, and negotiations involving labor-management relations. I give advice, counsel, and provide

instructions to employees on both work and administrative matters. I hear and resolve complaints from

employees and refer group grievances and more serious unresolved complaints to a higher level supervisor

or manager. I promote a positive work environment and the participation of employees in such programs as

the suggestion program cost reduction. I assure that equal employment opportunity in accordance with DA

and local policies. I control all property, serve as the hand receipt holder; and take necessary actions to

assure the proper care, custody, and preventative maintenance is complied with.

CORPUS

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