D'Anna Whalen Email & Phone Number

Bowie, MD, US

Gaithersburg

I manage the daily operations of reconditioning/repair of residential satellite modems and high-end satellite communications devices. My team consists of 24 full-time employees along with 54 temporary employees. Our primary objective is to ensure the units that are returned to the department meet company standards of ascetics and functionality.

Mahwah, NJ

Lead 2 hip stem production teams totaling 36 full-time employees and 16 temporary employees to meet financial commitments decreasing the variable cost/std hr by 2% each quarterReduced scrap cost within the CoCr Hip Stem team by 47% from October 2011 to present while the Titanium Hip Stem team achieved a scrap reduction of 27% from January 2012 to.

Avenel, NJ

Oversee the daily operations for the Fabrication, Shipping and Receiving departments with over 70 direct reports including hourly personnel, supervisors, and engineersDeveloped and implemented a Layered Process Auditing system used to input and analyze data entered from safety, 5S and process audits performed weekly by operations management groupLead 4.

Mahwah, NJ

Lead a team of 36 production employees to achieve financial success to the budget which resulted in a decrease of the team’s standard operating cost by over 25%Implemented a Robotic Belting Pod operation which resulted in increased productivity of the Triathlon Femoral Team by over 15%Developed a standardized inspection method for the visual inspection.

Supervised a team of three maintenance employees who repair production equipment and plant operating tools such as compressors, generators, AC units etc.Controlled inventory levels of production supplies, tools and replacement parts to stay within the budget constraints.

Grew a department of 48 people to 70 people to provide enough production capacity to achieve 48-hour delivery in the Woods department.Performed time-study analysis for over 8 process changes which resulted in increasing production efficiency of the Natural Wood teams from 80% to 125%. (Department increased from 94% to 104%) Optimized employees schedules to.

Implemented a database which is used by the retail and manufacturing teams to analyze call trends and root cause various quality issues throughout the organizationReduced rework from 9.2% to 8.1% (during the 2003-2004 fiscal year) company wide by analyzing repair and reorder data to drive process and tooling changes in multiple departments