After 4 successful years as the IC Reliability Team Leader for Denso Maryville (DMTN), the continued growth and expansion of new manufacturing afforded me new opportunities for advancement. With the successful completion of management interviews, I was selected as Production Section Leader for the Automated Production Areas of the Body Electronics Division. The transition from Quality to Production was fast paced allowing me to support needed preparations and testing requirements necessary to successfully meet production launch milestones. This assignment placed me with a highly skilled manufacturing team that has been several years in development. Working alongside the team daily helped me to quickly understand and gain the necessary knowledge to supervise daily activities, coordinate lateral support, and plan future projects.The advanced innovations of automated manufacturing has provided our Production Teams with new challenges and opportunities that are at the core of our commitment to safety and quality. As Production Section Leader, preparing for continued growth, meeting customer requirements, enabling professional development for each team member, and sustaining the commitment of safety and quality will continue to be the focus of effort.

Established in 1988, DENSO Maryville features four manufacturing plants producing starters, alternators, instrument clusters, electronics (includes engine, safety, and device products), and body electronics (focus on remote keyless entry, auto air conditioning control units, tire pressure monitoring systems and body control modules). Technology at DENSO is a matter of providing automakers with ideas and products for making cars better, safer, more reliable, and more affordable. We work with the automakers as partners, sharing insights in the early stages of vehicle development and throughout the development process. DENSO produces the best products in our industry. As the Quality Control Reliability Team Leader for Instrument Clusters in Plant 201, I am very fortunate to be a part of a highly skilled group of professional technicians and engineers that work tirelessly to ensure our products meet the highest quality and safety standards. The IC Reliability Team has a key role in not only ensuring that all production products meet design and quality specifications, but also that future products meet the required material, design, and functional quality expectations. This is accomplished through the use of reliability and durability testing which includes, but is not limited to, vibration analysis, thermal degradation, component material analysis, extreme functional testing, and through the artisanship of highly skilled technical experts. The Reliability Team works continuously with quality and safety as the primary mindset. We ensure quality at the source and promote process improvement at all levels. As the IC Reliability Team Leader, some of my responsibilities include providing technical assistance and evaluation through all product testing, the management and coordination of current and future product projects, and the management of the team’s daily efforts to include guidance and mentorship for future organizational leaders.

As the Director of Training for the MV22 Marine Osprey Training Facility, my primary responsibility is the successful management of instructor personnel and training equipment to enable the certification of MV22 Osprey technicians.While serving in this position I was able to provide leadership to 40 instructors divided over 4 occupational specialties, which train over 600 personnel annually to become certified aviation technicians. My focus of effort for instructor staff is outlined in 3 categories:1) Professional Development2) Personal Achievement3) Counseling/MentoringProviding professional development enhanced a sense of commitment that strengthened responsibilities and expectations. Further, it increased individual capability, which increased work performance. Understanding personal goals and drawing correlation to professional responsibilities provided skillset achievement and personal pride in performance. Throughout all processes and levels, a mentoring relationship provided insight on individual capability, potential, and organizational climate. This relationship allowed for the successful positioning of staff personnel in numerous capacities and successful allocation of organization resources.The management of training equipment was accomplished by reviewing available assets, training usage, effectiveness, and maintenance requirements. Training equipment included 3 training aircraft and numerous training devices valued at almost $100M.I established an effective maintenance schedule that increased equipment availability while not detracting from Instructor development or student training requirements. Working with numerous external agencies, manufacturers, and program managers, I was able to develop equipment upgrade schedules and the acquisition of new training equipment. With these efforts, I was able to establish a long lasting maintenance program that increased training effectiveness, material readiness, and future training opportunity.

As the Maintenance Control Supervisor I managed aircraft maintenance in support of flight operations around the world to include: New York, Canada, London, Puerto Rico, and Combat Operations in Afghanistan. Each region and mission had unique challenges and specific requirements. Along with the many missions, the daily flight operations were robust and ambitious and often exceeding planned usage. Meeting and exceeding all maintenance standards, flight operations, and mission requirements was accomplished through:1) Teamwork2) Adaptive planning3) Resource ManagementLeading maintenance efforts required establishing knowledge and understanding of all maintenance practices, which included administrative procedures, engine, structural, avionics systems, and more. Additionally, managing dual shift and split location was routinely necessary. By quickly establishing an effective relationship with section leaders and fostering a teamwork climate with more than 100 technicians, I was able to provide daily priorities and establish an exceptional maintenance program that focused on scheduled maintenance and maximized asset utilization.A key element in managing a successful maintenance department was adaptive planning. The nature of aircraft maintenance is based on probability and expectations that constantly change. As the Maintenance Supervisor, I was able to establish an adaptive plan that built multiple pathways to managing unforeseen circumstances and ensured the highest asset availability.Aviation maintenance efforts require the support of an extensive logistics chain that reaches far beyond local and regional facilities. Predicting item usage, working with numerous resource managers, and coordinating maintenance efforts to coincide material availability was both a challenging and rewarding task that I met with great success.

As the Department Supervisor for Aviation Support Equipment I was responsible for managing a staff of more than 80 personnel and more than 150 aviation support equipment assets valued over $50M.The Support Equipment Department provided ground equipment to several fixed and rotary wing tenant aviation units on Marine Corps Air Station Futenma, Okinawa, Japan. By developing a quick understanding of the maintenance requirements for power generators, hydraulic power units, heavy crane equipment and many other support items, I was able to successfully manage daily workload priorities with division leaders while maintaining positive communication with tenant commands and the uninterrupted support to daily flight operations.Safety and training were significant elements in managing this industrial department. I successfully ensured that all personnel developed and sustained adequate equipment qualifications and worked with industrial hygienist to provide a safe and efficient working environment.The island location provided unique challenges in maintaining the numerous assets that were used on the daily basis. Working with station facilitators, I was able to navigate the complex Japanese contracting process and was granted approval for facility enhancements, which increased repair efficiency and personnel safety exponentially. Additionally, I reviewed and maintained Japanese repair contracts used to supplement equipment repair requirements.While serving in this position, I was able to work with regional leadership and provide immediate and direct support that included heavy equipment and qualified personnel to Marine Aviation units that responded to the Japan Tsunami Disaster of 2011.

As the Quality Assurance Supervisor I was responsible for leading a highly skilled staff of 12 personnel as well as inspection scheduling, review, and completion for more than 40 occupational programs, the completion of aircraft conditional inspections, and the monitoring of numerous certified skills that included welding, respiratory protection, hydraulic contamination, and many others.The Quality Assurance Department is one of the most critical areas in the aviation maintenance. All assigned personnel have the highest-level qualifications for their occupational skills and are responsible for the oversight and management of all programs within the maintenance department. Knowing the special skills of the QA Staff, I was responsible for assigning teams to perform both scheduled and unscheduled inspections. As the Supervisor, it was my responsibility to monitor team interaction and progress throughout the entire process, which included identifying shortfalls or exceptional practices, as well as daily debriefing to provide corrective guidance.In addition to inspections, I was responsible for reviewing personnel qualifications and conducting interviews for all personnel recommended for higher qualification or skills. Throughout my time as the Supervisor I interviewed qualification recommendations for more than 80 personnel. Additionally, I was responsible for the review and record keeping of over 200 Collateral Inspectors, ensuring skill reviews and qualifications were conducted and documented periodically.

In developing a broad scope of maintenance and logistics management, I was awarded the opportunity to serve as the Operations and Training Staff Noncommissioned Officer. In this capacity I was responsible for managing the training requirements for over 1000 personnel. I was also responsible for developing, implementing, and supervising operational plans for the deployment and integration of multiple maintenance subdivisions and large scale organization movements. These efforts included the management of 12 staff personnel and multiple functional teams. The daily functions of this position required analytical review of material and personnel data, current and future plans, and executive level conferences.Some of the many challenges of this position were coordinating with multiple independent departments, the right-sizing and review of staffing requirements, and the implementation of large-scale operations. I was fortunate to meet all the challenges of this position with great success. The opportunity to serve in this position provided me with great insight into organizational dynamics and executive level planning, which has enabled me to meet my future positions with great success as well.