• Lead a team consisting of 6 manufacturing engineers and 8 technicians in the design, development and production handoff of new aircraft seals.• Manage contact review process to identify and mitigate risks early in product development cycle in order to maximize profitability and achieve customer expectations for quality, performance and delivery. • Represent NPI and operations department in phase gate meetings. Ensure new bids align with manufacturing core competencies and analyze equipment capacity & staffing requirements.• Modify and enforce handoff process from NPI to production to improve on time delivery and first pass yield. Work with production team to ensure operators are adequately trained.

• Manage composite fabrication enablers (CFE – rubber tooling) production line. Department consists of supervisor and 12 technicians. Responsible for all aspects of the operation including department cost, quality and schedule.• Manage continuous improvement program for both Rubbercraft and Sanders Composites. Hold weekly cross functional team meetings, assign improvement projects and hold team members accountable to targets.• Manage maintenance and facilities department consisting of building and grounds, production equipment and EH&S programs. Improve equipment uptime through preventative maintenance program enhancements.• Oversee capital expenditure projects within the facility. Create or review justification packages to ensure sufficient project payback. Work with the team to find, procure and install equipment to improve manufacturing efficiency.• Manage 2 industrial engineers supporting company’s initiative to implement an MRP system. Industrial engineers also support cost improvement initiatives and kaizen activity.

• Lead a team of 60 hourly assemblers/machine operators and 12 salary support staff consisting of supervisors, engineers, programmers and production controllers.• Primary responsibility is to lead the Boeing 787 layup team’s direct labor hour reduction effort. Created multi-year plan consisting of engineering, quality, logistics and training opportunities. Direct labor hours reduced by over 50%.• Hold weekly progress reviews with team to manage critical projects and activities. • Manage staffing and equipment rate readiness in support of 787 ramp up to 12 aircraft per month.• Create equipment cycle time forecasts to generate staffing profiles and minimize capital expenditure.• Manage preventative maintenance for machinery to maximize equipment uptime and reliability. Collaborate with maintenance group to create standard operating procedures.• Write appropriations requests for major equipment purchases (multi-axis milling machines, tool exchange systems)• Host customers and senior leadership for plant tours and program progress reviews. • Act as the management focal for irregular work week scheduling. Support employee relations by setting holiday work schedules, participating in grievance hearings, and creating/modifying union contract language.

• Coordinate manufacturing and support staff best practices between day and night shifts.• Established 24 hour production schedule and coordinated training of personnel across multiple shifts.• Created mixed model % load visual to monitor work in process inventory levels, tooling resources, product line balance, and performance to schedule.• Perform rate tooling and equipment capacity analysis.• Lead and participate on Kaizen events aimed at cycle time reduction and part quality improvement.

• Primary responsibility was to lead the team in cycle time reduction efforts on mission critical piece of equipment. AFP machine cycle time has been reduced from 120 hrs per part to 20 hours per part, a 83% improvement.• Manage cycle time reduction efforts through utilization of Goodrich policy deployment and supporting detail plans.• Responsible for managing activities of direct reports, both salary engineers and hourly assemblers.

• Develop new structural technologies to be used in the manufacturing of composite aircraft. Successfully created standard work instructions to achieve close tolerance requirements of .030” at critical interface locations.• Coordinate and drive research and development projects such as test panels and demonstrator assemblies. Incorporated objectives from the internal manufacturing team, as well as the cross plant design team. • Report manufacturing progress via weekly telecoms and quarterly industrial readiness reviews to internal design team and the external end item customer (Airbus).• Utilize Goodrich Lean Product Development System (GLPDS) to reduce recurring and non-recurring costs. Goal is to achieve least waste way production at unit one.

• Member of the value stream’s guidance management team (GMT).• Participated in Goodrich policy deployment to establish goals and improvement targets that are in line with corporate initiatives. Developed macro plan to layout activities in support of these initiatives.• Led continuous improvement teams of 5-10 people during Kaizen events to eliminate process waste.• Supervised A-10 and F-16 landing gear door manufacturing line. Optimized inventory levels and cycle times. • Reduced detail part working inventory levels on A-10 landing gear doors by 90% by using single piece flow.

• Performed quality control corrective action investigations, implemented countermeasures, and communicated findings to management and shop floor. Quantity of total defects decreased from 261 to 143, a 45% improvement.• Supported on time delivery goals by creating/revising production planning and visual controls.• Worked with purchasing to review and correct discrepant supplier hardware.• Observed manufacturing processes to create standard work and shop percent load to maximize efficiency.