Six Sigma Project Manager

DANIEL MCILROY

**** ********** **** / *****, ** 76054 / T: 817-***-****; M: 817-***-**** / *********@*****.***

http://webprofile.info/dmcilroy/

VP OF OPERATIONS

Results-driven executive with extensive and diverse experience leading multi-site operations supporting production, quality, engineering, and Six Sigma/continuous improvement activities for multi-billion dollar manufacturing firm. Successful building and directing large cross-functional teams to design, develop, test, and deliver low-cost, high-quality products. Strong track record developing and implementing cost-effective, lean processes to minimize product defects and promote efficiency across manufacturing operations. Highly effective leveraging business strategies, key resources, and emerging engineering technologies to improve and maximize quality, throughput, and on-time delivery performance. Able to adapt to new environments with proven ability to oversee new facility startups, facilitate change, and overcome roadblocks to organizational success. Six Sigma Black Belt Certified.

CORE LEADERSHIP SKILLS

• Cross Functional Team Leadership Production Operations Management Strategic Planning & Tactical Execution

• Organizational Design & Development Engineering Technology Management New Facility Startups

• ROIC / Budget Accountability New Business Development Quality / Process Improvements

PROFESSIONAL EXPERIENCE

ARGO CONSULTING INC. – Chicago, IL 2010 – Present

Consulting firm providing process improvement solutions to large companies in the U.S and worldwide.

Management Consultant

Planned and coordinated Kaizens and process improvement events supporting a railroad track program and equipments division for the Canadian Pacific Railroad. Worked closely with different work crews across Manitoba and Saskatchewan to facilitate the repair and maintenance of railroad tracks. Led supervisors and crew members in implementing lean improvement and waste reductions to maximize both throughput and ramp-up times.

• Reduced ramp-up times by 40% from approximately 75 minutes to 45-50 minutes by identifying and addressing equipment and operator constraints that impeded crew’s ability to achieve ramp-up targets.

BELL HELICOPTER TEXTRON – Fort Worth, TX 1989 – 2010

Leading engineering and manufacturing firm providing helicopter and rotorcraft products for the commercial and military U.S. and international markets with an annual revenue of $3.6 billion.

SVP, Quality & Six Sigma (2008 – 2010)

Reporting to the CEO, led enterprise-level quality and Six Sigma organizations with more than 700 employees across three sites supporting annual revenue of $3.6 billion, managing $42 million operating budget. Directed business-wide HOSHIN strategic planning and Goal Deployment Process. Enterprise representative and POC for rotorcraft certification agencies (FAA and Transport Canada). Responsible for quality planning, staffing, oversight, control, and improvement for compliance issues, process capability, product defects, and aftermarket non-conformances. Managed, trained, certified, and deployed Six Sigma Black Belt candidates on high profile projects to improve quality and lower costs. Top Secret Clearance.

• COQ improvements of up to 24% realized by implementing breakthrough objectives to investigate and address cost of quality / failure challenges facing internal and external manufacturing operations.

• Reduced headcount by 15% and 19% for a quality organization and management team respectively by leading efforts to realign staff resources in areas critical to maintaining continuity across operations.

• Implemented SAP Quality System Modernization resulting in a 35% decrease in quality document cycle times with 40 less administrative staff.

• Achieved a 42% reduction in cost and inspection time for machine parts, which accounted for 52% of the total inspection operations at the company, by incorporating automated measuring equipment and software for the production of machine parts.

SVP, International Development (2008)

Promoted to create a joint program and business partnership with HAL of India for co-developing and producing a new commercial helicopter that would meet India's military needs. Conducted preliminary design reviews. Led negotiations and MOU development for work content, work split, cost allocation, and margin development. Tracked and managed program requirements that included scheduling tasks and developing milestones. Reviewed and developed technical specifications for aircraft, transmission, avionics, and engine suppliers. Top Secret Clearance.

• 18.7% ROIC achieved by completing development MOU and work split as part of assembling and delivering 800 aircraft in India for both military and commercial markets.

SVP, International Development, cont.

• Successfully secured the commercial light helicopter market for in-country sales to India, in-country service / sales support, and aircraft certification under a FAA type certificate.

VP, Lean Six Sigma (2005 – 2008)

Managed lean Six Sigma operations supporting continuous improvement with 127 direct reports comprised of mostly Black Belt staff in either the training or certification phases. Accountable for development, training, deployment, and project results for Lean Senseis, Master Black Belts, and Black Belts across the company. Oversaw alignment of projects with enterprise GDP strategic plan and adherence to quality requirements based on Six Sigma methodologies. Reported to CEO. Top Secret Clearance.

• $52 million in net operating profit, 30% reduction in manufacturing lead times, and a $40 million improvement in cash flow achieved by streamlining inventory processes to effectively lower the weighted average cost of capital.

• 70%+ alignment of all organizational improvement activities accomplished by translating and aligning company’s strategic goals with division objectives to manage success and key resources across lean project lifecycle.

VP, Xworx Research & Development (2004 – 2005)

Oversaw R&D operations supporting helicopter and rotorcraft technology development and demonstrations. Directed all contracted R&D activities for USG and DoD agencies. Accountable for R&D / engineering functions that consisted of flying test aircraft and prototypes, component technology development, basic research, and general research for future rotorcraft systems, components, materials, and processes. Led 420 total organizational reports. Managed test reporting requirements, CDRL's, gate reviews, design scorecards, competitive analysis, and cost-benefit assessments. Top Secret Clearance.

• $45.6 million in additional profitability generated by directing a team to develop and implement a "turned exhaust" solution for the Marines AH-1W Cobra gunship program.

• Boosted patent filings from 12 to 63 per year, production implementations by 43%, and value of USG contracted R&D projects from $3.5 million to $14.3 million by leading startup of a newly-formed, centralized R&D organization.

Project Manager, Black Belt (2002 – 2004)

Provided support for various projects to improve cross-functional processes based on Six Sigma methodology. Monitored statistical analysis, experimental design, and project reporting requirements. Assisted in multiple projects that included process improvements for vibration testing, DFSS applications for a new main rotor blade design, and design of experiments for a tailfan development project.

• $1.65 million in cost savings generated by supporting the use of a Design of Experiments (DOE's) for an anti-torque tailfan project to successfully identify optimum blade pitch.

• Played key role as part of a cross-functional design team to design a new composite main rotor blade with a target recurring cost of 70% of the existing composite rotor blade for the same radius, chord thickness, and length.

Director, Composite Center of Excellence (2000 – 2002)

Promoted to direct day-to-day production operations for manufacturing composite components from raw materials to finished goods. Led 750-member team including all support organizations. Accountable for P&L, on-time delivery, and product quality performance.

• 29% boost in on-time delivery while reducing delinquent backlog by more than 52,000 hours achieved by directing the startup of a new, state-of-the-art production facility that manufactured composite airframe structures for V-22s.

Director / Manager, Manufacturing Technology (1989 – 2000)

Led operations focused on the development of manufacturing technologies that included creating processes, machinery, tools, and methods for factory and supplier production operations. Managed a staff of 75-80 Engineers, two Managers, and seven Chiefs including an R&D lab. Conducted manufacturing R&D as required supporting advanced development of components and processes. Executed USG proposal efforts for contracted R&D. Developed Computer Numerical Controlled (CNC) spiral bevel gear grinding for high speed (23,000 RPM) input pinions.

EDUCATION / CERTIFICATIONS / PROFESSIONAL AFFILIATIONS

• B.S. in Mechanical Engineering, Texas Tech University, Lubbock, TX

• A.S. in Engineering, New Mexico Military Institute, Roswell, NM

• Certifications: Certified Six Sigma Black Belt in Design for Six Sigma, Textron Incorporated / Certified Six Sigma Black Belt, ASQ (American Society of Quality) / Fundamentals of Composite Materials, University of Texas at Arlington (UTA) / CATIA Version 3.4 Training, Bell Helicopter Textron / Taguchi Design of Experiments, Davidson Textron / UG II 3D Design Training V13, Bell Helicopter Textron

• Professional Affiliations: American Society of Quality / American Helicopter Society (AHS) / Society of Manufacturing Engineers (SME)

• DOD Top Secret Security Classification

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