Received Certification in Production and Inventroy Mangement in March 2009. Responsible for developing cost estimates to variety of program managers regarding Off-line inventories. Maintain system and coordinate with 16 PMs for 112 accounts with a value of $750M. During FY12 recognixed revenue of over $1.6M. Variety of duties to include creating and writing statements of work, Quality Assurance Surveillance Plans, Evaluation Criteria and In-house Gov't Estimates for Off-Line Accounting Information Mgmt Systems (OLAIMS), Quick Reaction Programs, and Parts Technician. Developed Organizational Change Proposal (OCP) to create new branch in MMD. Perform all research and develop briefings on a myriad of subjects such as OLAIMS, OCP, Mitigating Fossil Fuel, FedEx Process, Leaders Meeting, and DLA Metric Reporting. Other duties are writing Mission Directives and Regulations, coordinating all aspects of OLAIMS storage with various production controllers, Program Managers, and higher headquarters. Became certified as a Contracting Officer Representative and have been a COR on service contracts. Perform all analysis, writing, and management of various programs within MMD.

As senior mgmt analyst, perform variety of complex assignments such as mgmt studies, time studies, flowcharting, lean six sigma principles and productivity improvement tools. Use Microsoft project, office, excel, and power-point to develop mgt studies. Review regs, current procedures, interview internal/external and customers. Present summary to affected personnel. Independently analyze new and on-going mgmt programs, and determine overall effectiveness/efficiency. Lead analyst for Avionics Systems. Team lead for Lean Event on Movement of personnel. Used lean tools to derive savings through productivity improvement measures. Lead analyst creating new "Production Review Process". Team lead of Workload Cell team that used the production review process, that I implemented. POC for transitioning workload from TYAD Letterkenny Army Depot. Conducted many meetings on studies, briefings and reorganizations. Coordinated and worked with the Communications-Electronics Life Cycle Management Command (C-E LCMC) on two major studies describing Tobyhanna Army Depot's current and projected workload status, and determined the number of contractors that would need to be released. This involved answering C-E LCMC's questions and comments through emails, letters, and telephone calls to provide the logic behind the recommendations. During 28 year career at TYAD, I have been involved in a wide-variety of assignments, such as BRAC and Commercial Activities. Worked closely with management both on mission and base operations and with higher commands.Team lead in numerous projects/studies, setting schedules and milestones for those under me and assisting in the evaluation of their performance.I have attended workshops and meetings with contractors, customers and higher commands on workload issues, implementation of new programs such as Oracle, AWPS and LMP.

As Chief I was in charge of 15 employees; responsible for all supervisory duties to include scheduling and prioritizing assignments, mentoring, reviewing and approving work, etc. In charge of ensuring all meetings and briefings are conducted efficiently and accurately to internal/external customers to include our Cmd Grp and Higher HQs. Responsible for functions such as Weekly Production Report, ASRU, Special Projects Review, Interservice projects review, CG Metrics, Scorecards, etc. Also responsible for internal budget, developing/editing MDs and regs, and in developing, writing, assigning complex management studies that cross functional lines. Became certified in Production and Inventory Management (CPIM). Instituted many new programs and initiatives which I can discuss during an interview.

The below is a combination of all grade levels above.I use Microsoft Project, Excel, Word, and Oracle Database as Program Manager for Fixed Price Exercise. As POC developed list of programs for exercise, analyzed data to determine material cost variations/mhr standard variations Coordinated across functional lines to include working with Information technology, production controllers and budget personnel. I also coordinated with other depots and installations, HQ s CECOM, HQ s AMC and other customers. Submitted fina exercise via Oracle DB which depicted new Unit Funded Costs. I also wrote complex mgt studies and, presented findings/recommendations. Team Leader for Commercial Activities, developed Performance Work Statement, Mgt Study, Technical Performance and Transition Plans; assisted in development of Cost Volume.Mgt Team Lead during the Base Realignment and Closure of 91/93/95. Implemented Management Volumes in winning 4 of 5 public-to-public competitions. Wrote executive summaries for all 5 bids. Created spreadsheets/formulas for use in monthly business focused scorecard.Automated scorecard and created stoplight indicators. Lead writer on Army Communities of Excellence submission, and Lead for the Business Results Section. Attended the Work Measurement 7-week course at Rock Island, and performed various methods and standards time studies for the Work Measurement branch in the Resource Management Directorate. In fact, I was recognized for implementing a new procedure for conducting a Shelter time-study. I researched how other organizations studied large items like shelters in a short amount of time. Eventually, I settled on the method used by the U.S. Air Force, and performed our study the same way, using mathematical formulas to derive standards on shelters in a quarter of the time it would have taken to stopwatch the entire process.

Mr. James Antonelli, 570-615-7512 Oversaw functions such as monthly production reviews, VIP briefings, Close out of programs team, Workload Cell Team, phasing of workload, and the analysis of each mission directorate to include scheduled, planned and executed workload. Provided Command Group with recommendations on poverty pockets, movement/hiring/releasing of employees, and status of direct cost centers as to who has work, who does not and what is required to get work, turn non-workable work to workable. Also review DCI, overtime usage, productive yield to provide a complete analysis of current and future workload.