Senior Manager Engineering and ProjectsManage and lead engineering item repair teams that collaborates directly with internal Prattand Whitney Global Support Engineering, Component Integrated Product Teams andLogistics.Manage process improvements of key value streams to drive efficiency, productivity andlower overhead cost. Include personal oversight of technical projects, such as SAP systemenhancements, data analytics and integration of systems.Responsible for the technical discipline for Item Repair engineering. Develop, train,maintain, and enforce standard work, address gaps in proficiency in accordance withEngineering Standard Work.Manage teams that provides Supplier Technical Support; Technical Data Interpretation,Service Master Development, Repair Source Qualification, First Article Validation, ProcessControl, Problem Resolution according to Eagle Supply Organization performanceobjectives.

The duties of an aerospace project manager include providing direction to the project team, planning the complete cycle of the project, estimating project cost, hiring project resources, providing necessary recommendations in the areas of process activities, mistake proofing and continuous improvement.Engage directly with leadership to identify and implement improvements to processes andprocedures. Innovate, design, develop, and implement component repair business process,technologies and systems to improve compliance to specifications and customerrequirements across engine programs.Monitor and assess repair project issues and develop resolutions to meet productivity,quality, and customer-satisfaction goals and objectives Utilize Enterprise Resource Planningsystems to extract project supporting data; interpret, analyze and apply statistical techniquesto project development and problem resolutionOversee and coordinate the administrative and operational aspects of ongoing repairmanagement projects within company compliance guidelinesEstablish repair management design concepts, criteria and engineering efforts. Meetprogram schedules and maintain integrated master schedules for project(s).Coordinate with administrative and operations staff, line managers, engineering staff andcustomers.

Lead the Quality Engineering and Analyst team’s across Oklahoma CityContinuous evaluation and support of process impacting depot activities across OklahomaCityReview metrics and drive data based continuous improvement efforts across Oklahoma CityOversee complete engine inspection aspects from Initial Induction, Overhaul, thru to FinalCustomer releaseResponsible as FAA Liaison between the Air Logistics Center Accountable Manager and theworkforce for coordination of Guidance Changes/Product or Work Spec changes/StampWarranty changes/FAA site auditsP&W Quality Interface between the ALC and Program Office regarding Engine SustainmentSystem (ESS) contract for product quality support/inquiries and final dispositionLead a team of records personnel in the critical aspect of documenting engine/componenttracking within the HMC, on thru to final filing of Engine RecordsOklahoma City site FOD Manager, leading a small team of various organizationalrepresentatives in select operating locations identifying current, as well asimpending/problematic foreign object debris concernsManage non-conforming material processing within the HMC Quality Clinic and applicableMRB processesMaintain close engagement with the sites analyst on monitoring/review/compilation onperformance metrics, maintaining focus on the Continuous Improvement Process within theHMC

Applied advanced knowledge of Lean Process flow and SAP capabilities to identify critical parts for the HPT, LPT, DSHAFT, LPT, MGB, TEC and TNG 30 days prior to engine reassemblyCompiled and analyzes statistical data utilizing ACE Tools to identify gaps in the delivery stream make determinations on the purchasing of new materials or utilizing of a qualified vendor.Led periodic business reviews examining MRO Performance, inventory turns, supplier performance, fill rate metrics and critical parts analysis.Facilitated demand change reviews by analyzing data and collaborating with programs prior to implementing process changes; resulting in zero hours of lost production time due to part shortages

Project leader for the F119 Divergent liner repair development; utilized data and ACE tools to identify process improvements ; resulting in an improvement of repair TAT from 300 days to 30 days. Established a TAT methodology by analyzing SAP data for F119 repairs used this data to track gate one and supplier. Achieved a 100% on time delivery performance for Italy and Fallon. F119 Non-PCL parts remained at 95% for the entire year. Singapore OTD was 92%.Managed the F 119 and RSAF programs ensuring financials are on plan and that critical parts are identified and prioritized to the appropriate base to support the F22 and F100 Fleets.Reviewed data from SAP to determine issues with supplier’s delivery performance; develops action plans by conducting root cause analysis of escalating issues.

Identified opportunities from customers MFA, which led to improvements in order entry, quoting, on time delivery, detail part requests and technical requests. Led an replacement parts initiative based on customers MFA resulting in increased MFA, lower inventory costs and increased revenue. Developed a relationship database that identified coil production turn backs, once problems were identified developed standard work to reduce turn backs from 15% to 2%.Coordinated with venders to ensure accurate lead times and cost on products, which enabled the company to obtain a 95% on time delivery rate for fiscal year 2007.