Supply Chain Human Resources

JEFFREY PANALIGAN

Dundalk, MD ***** /214-***-**** /****************@******.***

SUMMARY AND PROFILE

Strategic and innovative professional with 27 years of experience in aerospace fasteners, die-casting, composites and metal forging manufacturing holding positions from Operator, Lead Man, Manufacturing Supervisor, Program Manager, Manufacturing Manager, Plant Manager and Operations Director. I am well-versed in all facets of operations to include manufacturing, sales, quality, engineering, logistics, human resources, supply chain, maintenance and safety. Collaborative communicator focused on creating relationships with aspects of operations to include manufacturing, human resources, logistics, supply chain, engineering, maintenance and safety. As a leader, I have owned my team’s P&L to drive profitability of the company overall. Analytical leader skilled in successfully navigating manufacturing environments, building strong teams and prioritizing programs and projects. Lastly, I am six-sigma trained and have led and championed CI and lean projects and initiatives. Willing to relocate for the right opportunity.

Areas of Expertise

New Product/Machine Integration Strategic Planning & Forecasting Machine PM’s Development

Staff Training & Leadership Composites Manufacturing Continuous Improvement

Quality Control & Safety Program Management Process Streamlining

Project Management Aerospace Fasteners People Management

Manufacturing Smart Factory

PROFESSIONAL EXPERIENCE

FTG CIRCUITS - FREDERICKSBURG, VA

DIRECTOR OF OPERATIONS

2023 - 2024

Responsible for a $12M annual revenue and 100 employee operation to include manufacturing, customer service, engineering, IT, supply chain, logistics, human resources, environmental and safety. Full responsibility over the operations P&L reporting directly to the GM.

Key Accomplishments

Improved hiring, onboarding and retention of employees

Completed automating several machines and processes

Reason for leaving: Company relocated to Minnesota

Increased adherence to commit dates by 50%

Increased OTD from 30% to 75%

Decreased scraps by 20%

Updated obsolete SOP’s

Advanced Structural Technologies - Oxnard, CA

Operations Director

2020 - 2022

Overall in-charge of the machine shop (50 CNC machinists) along with supply chain, quality, engineering, sales, maintenance and safety equating to 128 personnel reporting directly to the CEO. The role has P&L responsibilities with an annual revenue of $55M.

Key Accomplishments

Created an automated model cell by introducing robotic loaders and lights out machining concept.

Structured and modeled machine shop conducive to current business environment.

Increased gross margin of several automotive products from 16% to 37%.

Developed employee onboarding and retention program.

Improved OTD from 76% to 91% in three months.

Created standard work for supervisors and leads.

Reason for leaving: Relocated out of Los Angeles

Created internal employee training program.

Negotiated non-LTA products to LTA.

Created process work instructions.

Revamped job descriptions.

Revamped business KPI’s.

THE GILL CORPORATION - EL MONTE, CA

HONEYCOMB COMPOSITES MANAGER

2019 - 2020

The position entails managing composites manufacturing operation with 95 employees including four supervisors, planning, engineering and maintenance. Composites manufacturing encompasses three buildings which houses printing, stacking, expanding, dipping and cutting processes. The composites operation contributes $120M to an aggregate company annual revenue of $200M. I have full P&L responsibilities and directly reporting to the COO.

Key Accomplishments

Championed continuous improvement project to streamline cutting process.

Developed and deployed maintenance database to track PM cycles.

Developed and deployed supervisor and lead-man standard work.

Reason for leaving: Laid off due to Covid during the pandemic.

Reduced supply chain expedite fees from $110k to zero.

Developed and deployed employee skills matrix.

Increased process efficiency from 65% to 90%.

Developed and deployed supplier scorecard.

Developed and deployed tool life data sheet.

Reduced past dues from $1.2M to $20k.

CAST-RITE CORPORATION - GARDENA, CA

PLANT MANAGER

2018 - 2019

Full P&L responsibility over multiple sites and managed $60M annual revenue including 180+ personnel, four operations managers, logistics and engineering. Tasked to develop metrics and methods to maneuver and synergize the company with an archaic manufacturing mentality and antiquated machines.

Key Accomplishments

Reason for leaving: Returned to aerospace after a significant reduction in orders and backlog.

Acquired new machines to align with new manufacturing methods.

Developed and deployed KPI’s to track process efficiencies.

oCreated model cells to integrate die-cast machines from 250 tons to 1000 tons.

Developed skills matrix to ascertain personnel core competency.

Automated die-cast machines to include robotic loaders.

Increased man and machine ratio to 2:1.

oSpearheaded merger initiatives between International Die Casting and Cast-Rite Corporation.

Modernized process and machineries.

oIn four months, increased efficiency from 32% to 64% whilst reducing scrap rate by 9%.

Increased OTD from 68% to 89% in six months.

Developed PM’s for older and newer machines.

SARGENT AEROSPACE & DEFENSE - TORRANCE, CA

BUSINESS UNIT MANAGER & PROGRAM MANAGER

2013 - 2018

Developed and implemented strategic operations discipline and accountability. I managed a team of 40 operators, 4 leads, Supervisors, Production Planners and Product Engineers who contributed to annual revenue of $28M. I have full responsibility of business unit P&L. Manage labor, schedules, supply chain, logistics, quality performance, and engineering and maintenance activities. Ensure team members are cross trained and able to safely work different machines within the area. Tasked with restructuring the past due process as a program manager due to a deficit and piece past due issue.

Key Accomplishments

As the interim Program Manager, executed strategic processes to reduce past dues of $1.5M to $10k and 565 pieces to 100pcs and avoided line down situations at Boeing.

Proposed and implemented CNC lathes machine moves to increase man/machine ratio to 2:1. Thus, increasing efficiency and pieces output.

Collaborated with logistics and planning to create department dispatches to ensure correct jobs are being processed.

Created the 3-deep production board to ensure tooling and CNC programs are gathered and created before a job is processed.

Spearheaded a team of product engineers and planners to build routers and develop machining methods to manufacture new products in qualification stages.

Developed training curriculums for critical processes to train and cross-train current and new operators.

Reason for leaving: Resigned due to a messy acquisition by a non-aerospace company after divesting.

Improved machining methods to reduce cycle times for several part families.

Revamped productivity tracking methods for operators and processes.

Increased gross margin of family of parts by 32%.

EMHART TEKNOLOGIES - GARDENA, CA

MANUFACTURING MANAGER

2011 - 2013

Oversaw all scheduling and schedule adherence, performance, data collection, quality control, and maintenance. Managed the department spending, including labor and material, in accordance with the required budget. Communicated and collaborated with cross functional departments to resolve issues in a timely manner. Implemented lean processes to improve productivity and create efficiencies.

Key Accomplishments

Reduced outside grind cost by 61% per month and OT costs by 55% per month.

Developed setups sheets to ensure uniformity of tooling and cycle times.

Reason for leaving: Company closed its SoCal operations after divesting.

LISI AEROSPACE - TORRANCE, CA

MANUFACTURING SUPERVISOR

1997 - 2011

Began career with LISI as a CNC operator, then promoted to a Manufacturing Supervisor. Developed and evaluated newly implemented manufacturing methods. Collaborated with planning and design staff to improve production methods. Communicated with management, engineering department, and other teams regarding capabilities and product schedules. Estimated production times and audited for productivity.

Key Accomplishments

Oversaw a Six Sigma project which reduced scrap pieces. Made significant changes resulting in an estimated annual savings of $97K and reduced the scrap rate by 8%.

Analyzed space requirements and design layout to implement changes to workspace for maximum efficiency.

Sustained high productivity within areas of responsibilities throughout tenure.

Reason for leaving: Pursued other opportunities and professional growth.

EDUCATION AND OTHERS

Colorado Technical University

Bachelor of Science in Business Administration - Online Studies - Completed /03/2020 GPA 3.44

Green Belt Trained, Six Sigma, 2010 completed at Lisi Aerospace

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