Manufacturing Leader – Boeing5/2011 to present Direct 23 personnel across three teams (Mechanical, Engines, Function Test) that assemble the 737 aircraft on flow day 8 line 1 producing 21 aircraft a month.• Mechanical, Engines, and Function Test - 82 jobs per day• Balance workload, update bars to exceed productively expectations• Direct weekly quality and safety meetings• Lead monthly crew meetings, review scorecards, quality, safety and process improvement• Partner cross functionally with guest speakers for PPE and hazard information• Acquire and manage resources, supply chain, tooling, staffing • Technical management of suppliers • Partner with Engineering, Tooling and other Manufacturing Managers to accomplish build• Manage crew daily work assignments• Review development plans, assign leadership opportunities, and meet weekly • Manage recognition program• Develop and implements departmental plans including daily kaizen, continuous improvement, and safety to ensure business, technical and customer requirements are achieved. • Coach, counsel, mentor direct reports

Led a team of 260 personnel across 9 maintenance specialties in the maintenance, repair and inspection of 27 aircraft. Established priorities and forecasted weekly, monthly and annual maintenance schedules to ensure equipment was available for 5,000+ annual flights to take place as scheduled. Managed the accountability of $215M in equipment and facilities.• Scheduled 2,000+ annual preventive maintenance tasks with a 99%+ maintenance effectiveness rating – well above 95% USAF standard – using effective time management and proactive planning skills. • Reduced delayed maintenance by 60% with long-term forecasting abilities and innovative coordination. Maximized flying hours and increased availability by 20% – even with 15% reduction in available aircraft. • Led team to achieve 99.6% QA pass rate and to achieve repeat and recur rates 1.2% below USAF standards. Motivated team to balance sense of urgency with quality work done right the first time.• Conducted process flow analysis using Lean initiatives to achieve process improvement. Developed innovative method to reduce repair time from 300+ days to 180 days without sacrificing quality or safety. • Participated in aircraft mishap investigation. Secured site and led investigation team of 50 that included HazMat, data collection and preservation staff. Analyzed data, evaluated findings and prepared report.• Motivated team to exceed all 10 measurable performance indicators including aircraft availability, flight hours, repeat/recur rate, scheduling effectiveness rate and quality assurance pass rates.• Led team to be recognized as Aircraft Maintenance Unit (AMU) of the Year in 2009 and AMU of the Month 4 times in 2009 out of 7 units across the state of Arizona.

Advised Commander regarding the maintenance, repair and inspection of 15 KC-135 and 57 F-15 aircraft. Enforced safety, quality and maintenance performance standards for 500 maintenance personnel. Led trend analysis program to determine root causes of deficiencies and production stoppages. Prepared and presented solutions to the director that would correct the issues and improve production metrics. Recommended and implemented procedures that decreased electrical wiring faults by 100%, these new methods entirely eliminated this issue which had plagued the unit.Ensured personnel were trained and equipped to perform their duties. Enforced strict compliance with safety guidelines, adherence to technical data and standardized maintenance and quality procedures.Selected to train Japanese Air Self-Defense Force (JASDF) military members on air refueling methods. Achieved diplomatic success and furthered relations with JASDF.Coordinated the logistics and established the procedures which enabled a reduction in repairable aircraft part turn-in time from 2.5 days to .5 days. Enabled a significant improvement in parts availability.Focused team on the highest standards of quality maintenance with a "fix it right the first time" philosophy. Team achieved 97.3% QA pass rate 11/2006 and steadily increased that rate every subsequent month. Led team that exceeded the aircraft availability goal 85% of the time and achieved the #1 aircraft availability, repeat/recur and flight cancellation rates in the entire wing.

Oversaw maintenance training, analysis and scheduling to ensure well-prepared team and increase overall maintenance quality. Executed the maintenance group training program which consisted of 14,000+ training events for 900+ maintenance personnel. Monitored training progress to ensure all requirements were met. Corrected maintenance training deficiencies. Identified and replaced 10 inaccurate or misleading questions on training exam which led to a 60% increase in pass rates.Revamped the unit's safety program to include weekly trainings. Led the second largest maintenance unit to achieve the fewest safety mishaps and achieve a 100% inspection pass rate.Conducted a Lean event and evaluated operational processes to identify inefficiencies. Streamlined the process of sending evaluation test scores that reduced testing backlog by 92%. Selected to prepare for and participate in the 4-day Russian Strategic Arms Reduction Treaty (START) compliance inspection of Grand Forks AFB to build diplomatic relations. Served as the USAF ambassador.

Oversaw team of 52 personnel in sheetmetal and structural maintenance, non-destructive inspections, survival equipment and metals technology shops. Established production priorities, enforced compliance with maintenance policies and standards, reviewed quality of maintenance and oversaw performance statistics. Handled personnel issues including training, counseling, discipline, promotions and performance evaluations.Conducted a Lean study on inspection processes. Reduced isochronal phase inspections from a 3-week process to a 1-week process using proactive planning methods and streamlined placement equipment.Led efforts to reduce process waste; improved efficiency by 20% and saved 100+ hours per month.Implemented a focus on operations and procedural training which greatly improved the proficiency of the team and reduced QA fails by more than 25%.Recognized as Command Group Support Officer of the Year in 2005 out of 12 other candidates due to outstanding accomplishments such as leading team to achieve .4% repeat and recur rate.Planned and executed the relocation of 300 personnel and 35 aircraft on multiple deployments to other bases. Forecasted manpower, supplies and property needs and coordinated transportation logistics.Selected within first year as an officer to lead a team of 76 maintenance personnel in support of 10 combat-ready KC-135s on a deployment in Iraq. Generated 130+ missions and off-loaded 6M pounds of fuel.TRAININGSquadron Officer SchoolAircraft Maintenance Officer CourseAircraft Mishap Investigation CourseJet Engine Mishap Investigation CourseAir Mobility Command Maintenance Officer Course Maintenance Officer Intermediate Course