Experience

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  South-Tek Systems

  • Wilmington, North Carolina, United States

  • Vice President of Operation

    • Dec 2020 - Present
    • Wilmington, North Carolina, United States

    Gas Generation

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  GE Aviation

  • Newark, Delaware

  • Senior Operations Manager

    • Jun 2017 - Dec 2020
    • Newark, Delaware

    Advanced Ceramic Matrix Composites

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  GE Power & Water

  • United States
  • Electric Power Generation
  • 700 & Above Employee

  • Lean Six Sigma Master Black Belt

    • Oct 2015 - Dec 2020

    Lean Six Sigma Master Black Belt Leader MBB 2015 to present – Developing a Lean Showcase cell in a Nuclear Regulated Environment• Provided $3M in saving to Nuclear Fuel Production Operation.• Develop Leaderships Vision through developing a Lean Maturity Matrix that showed what could be possible.• Trained 100+ salary and hourly associates in Lean concepts.• Facilitated 15 area 5’s events saving $282K in inventory, finding 912 potential safety issues, and recovering 353 hours annually in wasted labor.• Lead Standard Work Implementation in Tubing Factory lowering inventory by $600K and reducing lead time from 24 days to 11 days.

  • Senior Product Line Manager

    • Jan 2013 - Oct 2015

    Senior Product Line Manger 2013- 2015. Leading a $56M spares business, for Reactor Internals.• Achieved sales $8M over Operations Plan, 2 of the 3 year leading the business by finding new ways to add value to our customers, in a mature market.• Reduced Cost by initiating Shop Improvements in Lean (Asked to help other shops with similar issues).• Reduced Cost by developing alternate supplier to critical Hydraulic Control Unit Parts.

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  Ensign-Bickford Aerospace & Defense Company

  • Moorpark, CA

  • Moorpark Site Manager

    • Sep 2010 - Sep 2013
    • Moorpark, CA

    Site Manager, 2010 -2012. Led the integration of a newly acquired Energetic Business transforming it into a lean enterprise.  Improved on-time delivery from 54% to 90% in two years.  Developed and implemented a producer-driven safety program; achieved 419 days running of no incidents in explosive manufacturing. Developed Goal Tracking and Weekly Scorecard process to monitor functional performance and drive improvements. Created lean cells for top 3 product lines, improving customer delivery performance and reducing cost while improving safety, quality and productivity. Reduced Hours per unit from 7.8 hours to 3.4 hours on major product line Trained all personnel on lean concepts using an interactive, customized training module that I developed. Drove employee empowerment by working side by side with producer and created a positive working environment developing trust for leadership. Improved annual revenues from $11M in 2010 to $17M in 2011; on target for $20M in 2012.

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  B/E Aerospace

  • Tucson, Arizona Area

  • VP of Operations

    • Apr 2005 - May 2010
    • Tucson, Arizona Area

    Vice President of Operations, 2005 - 2010. Led the development of a new business opportunity for the creation of Super First Class interiors for commercial airlines. Transformed the operations and production process from a bench build process to an integrated process, utilizing Lean Principles and Kaizens.  Improved levels of quality from over a hundred defects per unit to less than one defect per unit.  Led implementation of AS9100.  Improved on-time delivery from less than 25% to higher than 99%.  Grew business from one product line at $17M per year to five product lines and $136M per year in the same 90K sq ft space.  Grew workforce from 80 people to 251 people.  Improved inventory turns from under 2 to 13.  Designed table mechanism using prototype and concurrent engineering approach used by 6 airlines to date. Developed Business Unit Manager approach, dividing the business into program focused cells that maintained high focus on delivering excellence to customers.  Launched initiative to start a facility in Nogales, Mexico to reduce costs.  Developed Lean training classes used to teach standardized work throughout B/E.

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  Windsor Airmotive

  • East Granby, CT

  • Division Manager

    • Sep 2001 - May 2005
    • East Granby, CT

    Division Manager, 2003 – 2005. Managed FAA 145 repair facility that overhauled and repaired case structures and rotating hardware for turbine engines. Grew sales from $17M in 2002 to $23.9M in 2005.  Expanded Continuous Improvement concepts, stimulating a greater level of employee involvement.  Achieved record level of profitability in first year as profits rose over $1.1M.  Used Lean concepts to streamline flows, creating multiple machine stations (one operator performing multiple operations) and combating global labor pressures.  Managed global customer base, developing close relationships with top 10 key customers. Reduced quality escapes by 50%.Operations Manager, 2001 – 2003. Introduced Lean concepts to the repair facility. Developed Lean initiatives leading to reduction in TAT from 40 days to 18 days. Re-organized personnel into cell teams and improved output performance by 25%. Implemented a “customer focus driven measurement” system in the shop to improve service levels and driving customer support.  Drove Continuous Improvement team improvements in the area of TPM. Set up reductions and materials management, cost reductions and TAT improvement.  Designed and programmed a business system in Access for tracking work requirements, customer needs, technical quoting, product status reports and key customer and business measurements.

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  Pratt & Whitney

  • Grand Prairie, TX

  • Operations Manager

    • Jun 1998 - May 2001
    • Grand Prairie, TX

    Operations Manager, 2000 – 2001. Managed a FAA 145 repair facility that overhauled and repaired flight controls, nacelle structures, inlets and thrust reversers on a variety of commercial aircraft.  Developed access database system to track and drive jobs to completion.  Developed customer-focused tools designed to improve quality, reduce turn-around time, increase on-time delivery performance and reduce costs (tools included measuring and defining projects, driving the projects to completion and re-measuring to ensure effectiveness).  Created an Employee Action Committee. To improve employee engagement, and the generation of operational improvement ideas. Established material ordering processes designed to proactively anticipate needs and eliminate shortages. Created a “Safety and Environmentally Aware” culture in the shop.Continuous Improvement Manager, 2000 – 2000. Transitioned a traditional “process village” manufacturing and repair facility for flight controls and nacelle structures, into “product-focused work teams” in a new facility.  Designed flow lines (work areas) that improved output and reduced turn-around times.  Developed drawings for flow lines in the new facility and aided facilities group in setting up and making the new building production ready.  Coordinated move to new building.  Received high marks from prominent airline customers that the facility was “best in class.”  Showed 33% increase in monthly average revenues after implementation.

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  Pratt & Whitney

  • Arlington, TX

  • Business Unit Manager

    • 1993 - 1998
    • Arlington, TX

    Continuous Improvement Manager, 1997 – 2000. Led the organization in the pursuit of World Class Lean Production Practices. Developed a pragmatic approach to Continuous Improvement, accomplishing quick returns to key business measurements.  Created and implemented two One-Piece Flow lines, achieving reductions in turn-around times of more than 50% and captured increased market share through on-time delivery.  Instituted a system to track progress of the organization toward Lean goals (used this system to make adjustments where needed).  Developed flow concepts, strategies and flow modeling techniques for Multiple-Part Flow lines and educated affiliated facilities in these techniques.  Produced shop floor training videos to educate 280+ employees at two sites introducing Lean Manufacturing techniques.  Hosted 30+ Kaizen (Rapid Continuous Improvement) events, with Shingejitsu Japanese Consultants (founders of the Toyota Production System).  Led design of a new facility. Guided and trained eleven Kaizen teams in designing One-Piece Flow work cells. Responsible for predicting estimated lead times, established work cell TAKT times, Standard Work in Process Inventory and Standard Work Sequences for Multiple-Part Flow lines.  Responsible for final approval of all cell designs before implementation could begin.Continuous Improvement and Environmental, Health & Safety Manager, 1997 – 1999. Started the Environmental, Health & Safety programs for two facilities. Developed training programs, hired EH&S professionals, developed key Measurements, increased employee safety awareness and started a compliant hazardous waste management system. Business Unit Manager, Bearing Housings and Seals Cell, Compressor Intermediate Case Cell, and Special Processes Cell,1995 – 1997. Grew the business from $3M per year to $5M per year business.