Don Pritchard Email and Phone Number

Provide Engineering Support or the Boeing OPF program.

ToolingProcess planningProcess flowIndustrial engineeringNote the company has been Exelis and Harris since 2014

Managed a team of 30 supervisors, leads and technicians, reporting to the Operations Leader Military Center of Excellence. Manufactured aircraft and rocket composite details and assemblies using Fiber Placement and Hand Layup processes.• Introduced an Operations-based Foreign Object Elimination program• Achieved 100% on time delivery for 24 months• Increased zero defect rate from 18% to 64%• Reduced cost of indirect materials used in manufacture by 15%

Managed a team of 60 managers, engineers and technicians and inspectors, reporting initially to the Site GM and then to the VP Engineering and Mission Assurance after a reorganization. Responsible for inspection plans, end item compliance, mechanical and NDI Inspection, tool inspection and certification, new product qualification, defect investigations, supplier material quality, material testing, compliance to international, national and customer quality specifications, quality metrics and reporting.• Successful introduction of the GEnX Fan Containment Case Trent rear fan case• Successful introduction of the Rolls-Royce Trent rear fan case• Successful transfer of the GEnX fan containment case to ATK’s Commercial Aircraft Facility• Successful transfer of the Rolls-Royce Trent rear fan case to ATK’s Commercial Aircraft Facility• Five month special assignment to ATK Iuka, MS, to organize A350 NDI/Inspection operation• Successful hosting MDA, AS9100 and NADCAP audits• Successful introduction of TIP/QA quality reporting system• Interim VP of Mission Assurance

Managed a team of 10 stores and material handling personnel, reporting to the Supply Chain Director. Responsible for receipt, storage, and distribution of materials, and shipment of finished products.• Reorganized the stores operation reducing the stores footprint by 30% (30,000Sqft)• Established control metrics and improved inventory accuracy from 85% to better than 99%• Accomplishments cited in the forward of “The Better People Leader” Charles A. Coonradt 2007

Director Repair & Overhaul, 02/99-02/03Managed 25 supervisors, repair engineers, inspectors, technicians, product support and supply chain personnel, reporting to the site President. Responsible for the disassembly, disposition, repair, assembly and functional testing of aircraft gearboxes and actuators.• Maintained FAA Repair Station status• Increased the annual sales from $8M (1999) to $25M (2002), with no increase in workforce• Decreased turnaround time (door to door) from 130 days average to less than 20 days average• Managed the transfer of a major product line from Long Beach, CA to Park City, Utah• Managed shipping and receiving and stores for both OM and R & O• Developed data on attrition rates for key components to focus replacementsDirector of Operations, 02/98-02/99Managed 80 supervisors, process engineers, machinist and technician, reporting to the site President. Responsible for the machining, assembly and functional testing of aircraft gearboxes and actuators.• Achieved $41M of revenue in 1998• Reorganized operations into functional groupings with the establishment of a production control department and manager• Initiated the business improvement process by establishing weekly and monthly throughput targets• Reorganized the assembly, test and R&O area, improving effectiveness and flexibility

General Manager 02/97-02/98Managed a team of 60 people on three shifts repairing turbine blades and guide vanes for RB211 2B2, RB211 E4 and Tay engines. Reported to a six person Rolls-Royce and Howmet Board of Directors.• Became G.M .when predecessor resigned due to pressure of a Union campaign• Successfully led campaign to avoid Union representation in facility • Achieved profitability for a startup division in 3rd year with $0.8M operating profit on $4M sales Technical Manager 02/95-02/97Managed four engineers preparing and approving repair techniques and was Senior Quality Representative. Reported to the GM.• Achieved and maintained FAA repair station status• Increased number of approved repair techniques from two components to 20 • Gained and maintained ISO9002 status• Managed the construction and organization of a building expansion increasing floor area by 100