Amy-Ruth Hallett Email & Phone Number

Winston-Salem, Nc

A proven aerospace executive leader/director with over 20 years of program management experience working in international environments including China, Europe, Japan, Mexico, Russia, South Korea, and Poland. Demonstrated consistent performance in budgeting, forecasting, staff planning, operations, manufacturing, capital planning and sustainable global supply chain management in a profit & loss environment.SpecialtiesP&L, Budgeting, Forecasting, Staff Planning, Production and Capital Planning, Six Sigma (Green Belt), Global Supply Chain, Risk Mitigation, Inventory control and Engineering/Maintenance. Union environments. Lean Manufacturing (Value Stream Mapping, Pull systems (Kanban), Set-up Reduction, TPM, Standardized work, Continuous Flow Manufacturing, 5S (now 6S w/Safety), Error Proofing). Continuous Improvement, JIT, ISO-9000/14000, AS-9100, FDA 21 CFR 820, Quality Mgmt.

Winston-Salem, North Carolina, United States

Promoting the adoption of CMG Healthy Motion Seating(TM) technology in Aviation passenger and pilot seats by top-tier Airlines, Seating Suppliers, and Defense transport.

Winston-Salem, Nc, Usa

Responsible for executing strategic initiatives Led an initiative that consolidated and brought uniformity to parts nomenclature between 18 newly acquired manufacturing facilities identifying and resolving 35,000+ part nomenclature conflicts while minimizing expenses to BE Aerospace and negating impacts to the OEM (Airframe mfg), FAA, and Military organizations,  Recommended the adoption of JD Edwards Enterprise One ERP Corporate Wide; Partnering with IT in selecting IBM to implement.

Greater Seattle Area

Charged by the Divisional President to lead the program integration of the aircraft interior and structural doors for the Russian Sukhoi SuperJet 100 Program and drive it to profitability.  Increased gross profits by 55% from 9% to 14.5% from 2008 to 2011 within the Interiors Program due to detailed focus on engineering change equity, cost reduction programs, and customer branding opportunities.  Led and implemented strategic source selection involving several international countries, opting for SAMCO in South Korea as primary assembly source for the Structural Doors Program that ultimately reduced per unit direct labor from 10,700 man hours in USA to less than 2,250 man hours through the transfer of technology and tool advancements.  Reduced material costs by $1.3 million per ship set of Structural Doors for a total program savings of ~$266 million through the strategic re-sourcing of 2500+ machine components and 16 complex assemblies utilizing a sustainable worldwide supply chain (USA, Canada, South Korea, France) while taking advantage of International Free Trade Agreements.  Negotiated and won agreement for co-ownership of Patents enabling recovery of all past and future Patent expenses as accrued for Structural Doors in the amount of $200K.

Greater Seattle Area

Responsible for the operations and supply chain activities during extreme site growth from $30 million to $105 million in less than twelve months including the increase from 250 to 622 employees by Nov 2007. Created and implemented a sustainable capacity planning model that integrated aerospace learning curves for direct labor resulting in a realistic labor portrayal allowing the successful hiring of 252 operational personnel during the second quarter of 2007. Co-led the manufacturing plan deployment and proposal development for the Boeing 787 PSU (Personal Service Units) and Airbus A350 Floor-to-Floor program by turning a complex set of opportunities and goals into a common vision.

Hampton, Va

Responsible for global operations and supply chain activities for this new high-technology start-up. Business failed due to inability to secure venture capital. Led the supply chain team through e-Sourcing value analysis to achieve operational and functional excellence by managing the total supply chain through the business.  Initiated and established supplier selection and performance management – metric reporting, supplier qualification/certification program, contract negotiations, price increase management, trade-off analysis and total landed cost comparisons – for machine components, castings, electrical and electronic acuators, PCB. Led operations team demonstrating the ability to motivate, train, coach, and develop resources through formal personal performance plan and monthly one-on-one communications

San Jose, Ca

Directed all operations for $200 million in annual revenues for Life & Laboratory Sciences representing Mass Spectrometry & Liquid Chromatography for San Jose, CA; with 157 pp – 87 direct labor & 70 support roles. Mentor & hiring manager passed away suddenly resulting in organizational re-alignment & downsizing. Reduced Inventory by $2.4M resulting in an increase in turns from 2.42 to 3.47 in 6 months through increase in Kanban Consignment (Supplier Owned & Managed Inventory) up 16%, Targeted programs for retirement ($1.5M) and obsolescence review ($925K), and Obsolete reserves reductions of >20%.

Greater Philadelphia Area

Directed all manufacturing operations for Aerospace debris monitoring sensors & pressure switches with $65M in global sales for Glenolden, PA, and Bethel, CT; was quickly promoted to Aftermarket Process Director with key focus on Aftermarket Operational Improvements and Direct Customer Management (Airbus, Boeing, DLA). Position changed to 100% travel requirements. Defined multi-tiered Asian Aerospace Aftermarket MRO Strategy to outpace the 9% Asian Aerospace Annual Growth Rate by 2X from $35M in 2004 to $65M by 2010. Developed, implemented, and validated a product rationalization plan (financial analysis included impacts to workforce, recapitalization, facility closure, and product manufacturing realignment) to double existing profits for mature product lines through the utilization of Low-Cost Country sourcing. Led team in a complete turn-around in business relationship with Defense Logistics Agency (DLA) resulting in month-over-month scorecard metric improvements and re-negotiated direct vendor distribution (DVD) contract with value-add proposition for all parties. Received Most Improved Strategic Supplier Award for 2004. Negotiated with DLA for long-term corporate contract for 14 key components that resulted in the largest price increases with ~5% annual price growth resulting in an increase in annual profits of more than ~$200K.

Executive Mba, Operations Management; Executive Mba

Graduated Summa Cum Laude

Msee, Electrical Engineering

Graduated Cum Laude

Msee, Electrical Engineering

Graduated Cum Laude

As, Engineering Science

Graduated Cum Laude