Project Manager Management
Resume:
Edwin B. Hamilton
**** ******** ****, *******, **
***************@*****.***
OBJECTIVE
Creative self-starter and team player with excellent time management, communications and leadership skills, seeking a position where I will have the opportunity to collaborate in environments that affect customer and supplier relationships, missions, strategies and results. Experienced in Six Sigma Lean Initiatives (Black Belt Certified); Root Cause/Corrective Action; Contract Negotiations; Supplier Management; Supplier Statement of Work (SOW) and Proposal Requirements writing; Process Improvement; and Production Risk Mitigation Analysis.
EDUCATION
North Carolina A&T State University –Bachelor of Science, Business Management (NCA&T Scholarship Athlete Recognition)
CERTIFICATIONS/TRAINING
Six Sigma Black Belt Certification Lockheed Martin Leadership Development Program
Cost and Pricing Analysis Certification Secret Clearance
Cost Account Management -trained 7 Basic Habits of Highly Effective People methodology-trained
EMPLOYMENT
Lockheed Martin Aeronautics Company
Systems Engineer / Project Manager November 2011- Current
• Lead project management teams made up of integrated disciplines, including internal and external resources, and US Air Force customers to employ major US Government Defense Aircraft support plans
• Facilitate technical and logistical requirements study to develop Supplier Statement of Works (SSOW) satisfying immediate aircraft sustainment needs and future product development plans
• Respond to SSOW changes, assess the impact and negotiate appropriate changes based on contract deliverables, resources, costs and schedules
• Lead and facilitate periodic technical and logistical design reviews essential to project management as part of execution and recurring operations per government-driven initiatives
• Identify, track and report on project performance metrics, including budget, supplier performance, schedule and changes
• Develop risk mitigation and opportunity plans based on project performance and future requirements
• Support development of the Integrated Logistics Support Plan (ILSP) to define the transition from one level product production support to multi-level product sustainment support
• Lead US Air Force base site capability assessments to define both organizational and facilities, including changes, required to support maintenance and repair of F22 Aircraft tactical systems
• Provided multiple subject matter expert teams the support necessary for their briefings, which included management scorecards, program management best practices, possible Lean Initiatives, strategic objectives, and action item tracking
Lockheed Martin Aeronautics Company
Engineering/Cross Functional Business Integrator January 2011- November 2011
• Developed technical solutions to complex production problems that required ingenuity and creativity
• Served as Lockheed F22 Program Engineering Lead for the Customer Interface Working Group (CCWG) which included counterparts from the Government Program Office and Defense Contract Management Agency, where pro-active solutions of removing issues that would impede payment were discussed and agreed upon
• Performed trade studies of multiple production recovery options/solutions to determine optimal candidate(s) based the capability, sustainment and affordability
• Was member of F22 Finish Strong – 2 man Tiger (Rapid Response) Team providing immediate risk analysis, ingenuity in work around plans, alternative part options, and status to program leads
• Provided technical needs forecasts based on systems integration, functional test, out-of-station installation, cost and risk, supportability and value analyses for total systems
• Developed three unique tracking/leadership one page briefing tools showing current state and solution to complex situations (i.e., timeline analysis, requirements allocation, stock, replenishment plan, etc.)
• Delivered over 100 critical schedule parts required for functional tests
• Delivered 120 risk mitigation and/or work around plans that were successfully employed including 300 behind Hours Recovered in Avionics RAPID Lab
• Managed a 100% recovery from Break of Inspection (BOI) activity across 12 aircraft
• Led the recovery/location of 30+ unaccounted for parts tallying $1.5M of stock
• Provided Technical/Failure Mode Analysis assistance to product line expert teams and suppliers, making available to the program and suppliers opportunity for quick repair turnaround times
• Coordinated a in-house “Parts Return to Vender Expedite Process” that was critical for parts needed to be repaired and back in time to finish F22 Aircraft production
Lockheed Martin Aeronautics Company
Flightline Corrective Action Engineer July 2009- January 2011
• Wrote the “Finish Strong” Initiative (Program shutdown effort) Supplier Survey and conducted the study from the production engineering requirements perspective that resulted in the identification of 22 aircraft critical parts suppliers
• Created one-page critical parts shortage tracking format necessary to brief senior management. The format was also adopted by C130 Program.
• Led F22 Aircraft Root Cause and Corrective Action Analyses, contributing to a total reduction of 352.6 flight line maintenance hours per unit in 2010
• Managed F22 Production Engineering Organization’s involvement in the F22 Program “Supplier Claims Process,” which addressed program cost contributed to supplier quality and/or performance issues, that resulted in the approval seek recovery of more than $1.8 Million from seven separate suppliers
• Designed and had built Electrical Test Boxes (Breakout Boxes) currently used by Marietta F22 Flight Line Air Vehicle Systems (AVS) Team to cut down on maintenance hours and mitigate the risk of further damage during regression/diognostic testing
• Submitted Request for Engineering Amendments (REA) that resulted in engineering parts drawing changes based on my root cause and corrective action analyses of common failure modes
• Provided aircraft maintenance enhancements to Diagnostic Health Management (DHM), Air Force Aircraft Maintainers Technical Order Data (TOD) updates, as well as Fault Reporting Code (FRC) filtering as necessary, resulting in 90% reduction in 2010 pulls
• Coordinated, prepared and presented to Special Engineering Test Request (SETR) to Engineering Review Board (ERB). Results of test often become part of Industry Acceptance Test Procedure (ATP).
• Facilitated weekly Production Engineering/Product Development Leadership Technical Solutions Strategy necessary to coordinate F22 Program General Manager and Executive Vice President briefings
Lockheed Martin Aeronautics Company
Leadership Development Rotation- Global Sustainment Integrator July 2008- July 2009
• Supported F22 Shutdown Plan Supplier Request for Proposal preparation
• Wrote the Supplier Pricing Instructions and coordinated Supplier Statement of Work (SSOW) in a two-week timeframe for final nine Production Aircraft Spare Parts for Support Equipment and Aircraft Maintenance Request for Proposals (RFP)
• Conducted Risk Analysis of Lockheed Martin’s Special Tooling and Test Equipment resulting from Program Shutdown based on review of all Negotiated 2007, 2008, and 2009 (multi-year) Terms and Conditions
• Prepared data for F22 Executive General Manager Year-End Estimate at Completion (EAC) deck review
• Tracked and reported on all F22 shortages in each Work Breakdown Station (WBS) on Production Final Assembly and Flight Line
• Coordinated flow-down of Implementation Agreements (negotiated partnership and Statement of Work terms), to Air Force Bases, that governed the F22 Program Repair and Air Logistic Centers (ALC) Recurring Operations Process
• Supported supplier integration meeting where logistics of executive set back schedules were discussed among F22 department leads
• Supported executive supplier integration meeting led by Executive Vice President & General Manager of the F-22 Program and attended by directors, and supplier Executive Personnel
Lockheed Martin Aeronautics Company
Subcontract Administrator September 2006- July 2008
• Supported strategic supplier procurement team supporting the F-22 program
• Negotiated single year and multi-year contracts with suppliers
• Led contracts responsibilities for the Tinker Air Force Base Environmental Control Systems (ECS) repair capabilities project, including but not limited to coordinating phases of design reviews, negotiating contracts, and conducting inventory forecasts based on past repair data
• Developed a program proposal for a Terms and Conditions (T&C) database that cut out unnecessary T&C negotiation time for Lockheed/Supplier T&C agreements already in place
• Supported contract buys and negotiations for Aircraft Support Equipment Product teams, Heavy Maintenance Product team, Environmental Control Systems Product team, and Depot Partnering (Lockheed/Air For Force Partnering) teams
• Had responsibility for managing suppliers, on-time deliveries, and conducting cost analysis support
Lockheed Martin Aeronautics Company
Six Sigma Black Belt-related Activities May 2008- Present
• Led the analysis of Quality and Production past and current trends to develop an Integrated Program Strategy and Tactical Plans required to support the manufacture and delivery of the final F-22 aircrafts. The team delivered a Risk Inventory Master List of parts that was negotiated with the customer and purchased as part of the Lot 10 procurements.
• Facilitated event that redefined and reduced takt (cycle) time for expediting Government Furnished Equipment (GFE) from Marietta receiving dock to a work center (i.e., Lab, Shop or Aircraft) in 2 hours. I drove an integrated approach across GFE, Global Sustainment, Lockheed One Aero, Production Control and Production Engineering that delivered the minimal amount of documents, handouts, and computer processing steps that ensured traceability, financial accountability and satisfied requirements for all stakeholders.
• Led a field/sustainment inventory accounting and reporting study, determining redundancies and inconsistent practices. The team delivered a standard, lean process consisting of best practices and more robust source data tools. The process delivered improved the time it to report to the customer by 3 months and improved accuracy of data by 50%
• Conducted Marietta Site Wide GAP Analysis of Program Foreign Object Debris (FOD) Procedures, FOD Cultures, and Mechanics FOD Practices in response to a Corrective Action Request from the Government Customer. Delivered findings, solutions (including Affordability studies), Go Forward Project Plans, etc, to LM Aero Vice Presidents and leadership teams across all Programs/Aircraft Platforms
• Implemented an improved factory flow process, including standard and special tools, parts picking/allocation, parts kitting, parts delivery, parts staging and parts replenishment procedures/standards for F22 Program Canopy refurbishment shop, and C130 Outer Wing and Forward Cab Structured Work Breakdown Stations.
• Led pre event coaching activities, including but not limited to, Scheduling/Agenda, Site Preparation, Coaching Team Members and Leadership on Charter development (i.e. Problem Statement, Objectives, internal/external requirements driving changes), Six Sigma Tools selection, resources and pre event Data Collection
• Develop an integrated set of Action Items and Measurable Categories for which to pull metric data and track implementation status; which is briefed during scheduled flow-up meetings until competition
• Facilitate Event Outbrief presentations to Stakeholders and Leadership to show Successes, Lessons Learned, Implementation Plan, Action Items, Required Resources and Leadership Actions
• Mentored Green Belt Trained employees to Certification through the usage of various Continuous Improvement Tools to facilitate Kaizen, Just-Do-Its and Projects
• Mentored Black Belt Trained employees to their Certification by ensuring they met their requirements of teaching Green Belts how to plan and use Tools to facilitate Events
• Maintain Black Belt Certification by continuing to identify possible improvement areas and facilitating events every year
SOFTWARE SKILLS
• Configuration Status Accounting System (CSAS II)
• Digital Information Management System (DIMS)
• Electronic Change Request System (ECR)
• Manufacturing Resource Planning (MRP) system
• Shop Floor Management (SFM)
• Systems Applications and Products (SAP)
ACTIVITIES
• Central Decatur Jaguars Tackle Football Program – Assistant Coach (11 Year-olds)
• Cobb County Secret Santa – Distributed Christmas toys to underprivileged children in Cobb County, Georgia
• God’s Feeding Pantry – Distributed groceries to low income Henry County families
• Coral Springs (FL) Tackle Football Club - Assistant Coach (11 to13 Year-olds)
• African American Leadership Forum
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