Stanley Messinger Email & Phone Number

Supporting a variety of science and technology programs that include unmanned coaxial aircraft design, all bonded composite airframes, advanced adhesives, advanced structural concepts and wireless strain monitoring of life limited components.

Lead a talented group of engineers developing the next generation of rotary aircraft for Army Aviation. AVX prides itself in innovation and rapid development. We are developing next generation technologies for tilt rotors and coaxial helicopters that will reduce weight, improve performance, reduce acquisition cost and O&S cost.

Led an elite group of engineers and suppliers through the design, fabrication and test of the propulsion system for the DARPA Tern program. Design responsibility included the proprotor system and the coaxial gearbox. Testing included the spin test of the gearbox, fatigue test of yoke and blades and full scale testing of the propulsion system.

Established a business entity to pursue residential wind energy solutions and to provide management consulting, specializing in lean, program management, operations management, supplier management and EVMS. Successfully designed, prototyped and tested a low cost vertical axis wind turbine for residential use. Provided lean consulting to small accounting practice resulting in the savings of 500 hours per year. Designed a lean 50,000 square foot blade repair facility, including capital equipment, to be built and operated in the pacific rim. Managed a 150+ volunteer staff serving 12000+ guest. Developed the policy and procedures for the volunteer organization. Consulted and developed business strategy for a non profit organization. Consultant with NAVAIR and other aerospace companies on structural engineering, supplier management and manufacturing solutions. Developing unique wing fold for small coaxial UAS.

Fort Worth, Tx

Responsible for the oversight and development of the manufacturing supply chain, procurement, quality and supplier management. Leading the evaluation of new and emerging manufacturing technologies and their application to AVX products.

Consultant with the Navy on production management, program management best practices, contractor rate structure, should cost management and supplier management. Providing them with expertise in developing and analyzing production metrics necessary to successfully manage today's production programs. Developed benchmarks utilizing contractor rate proposals, allowing the Navy to compare contractor rates and establish industry best in class, improving their negotiating position and establishing should cost positions. Utilized data available to the Navy, from multiple production and development programs, to build a model to predict allowable rates at contractor facilities, which has been used to improve acquisition cost. Developed program management tool set for Navy production programs.

Responsible for all military repair and overhaul at Bell Helicopter. Managed a team of 130 covered and non-covered employees. Responsible for profit, loss and schedule of the $68M business unit. Strengthened relationships with multiple customers including the Army, Navy, Air Force, FAA, DCMA and Foreign Militaries. Successfully grew the business in 2008 by 25% and developed a strategic plan to double the business by 2013. Built, marketed and executed an aggressive capital campaign that captured a large modification program in 2009. Built a strong multi disciplined management team including Operations, Production Control, Quality, Industrial Engineering, Process Engineering and Engineering. Drove lean initiatives and process improvements to increase yield, quality and profitability. Implemented automation of Production Control and integrated the existing ERP system. Developed leading and lagging metrics, engineered standards and standard work resulting significant improvements in cost and schedule. Worked closely with Bell production centers to integrate schedules for shared resources. Teamed with Program Management and Contracts to price and negotiate executable contracts. Directed engineering during definition of repair bills of material and the expansion of repair limits on dynamic components.

Responsible for the implementation of program management tools and best practices within operations. Led automation and innovation initiatives resulting in improved profitability. Acted as deputy to the Vice President of Hurst Fabrication whose responsibilities include managing 1400 employees at four centers of excellence; drive systems center, advanced composites, rotors and assembly. Shared responsibility for $700M in component build. Coordinated Program Management and Engineering to insure products that are producible, affordable and of the highest quality. Led engineering root cause corrective action teams on H-1 yoke and cuff resulting in yield improvements from 30% to 90%. Developed a tool to prioritize top quality drivers requiring engineering action to resolve. Served as liaison to engineering by reviewing and approving manufacturing requests for engineering changes and requirements clarification.

Lead the newly formed Supplier Management team whose responsibilities included cost, quality and delivery of components built by the top fifty Bell Helicopter suppliers accounting for $200M in annual spend. Trained supplier managers in program management tools and established standard work. Implemented program management best practices at suppliers and taught them how to use them to successfully manage their programs. Improved working relationships and realized significant cost and cycle time reductions at all suppliers. Evaluated engineering requirement questions, proposed engineering changes and tooling changes. Worked with engineering to incorporate validated supplier requests resulting in decreased cost and improved quality.

Shared responsibility with the Boeing Program Manager for cost, quality and delivery of the V-22 fuselage with annual revenue of $400M. Acted as the focal point for all Bell – Boeing interface issues including delivery schedules, inter-company part deliveries and inventory reduction. Successes include cost reduction, on time deliveries of fuselages and the reduction of inventory in Boeing Amarillo stock room. Responsible for all Fort Worth activities on the V-22 including earned value, configuration management and affordability.

Shared responsibility with Director for the day-to-day operations of the Composite Center of Excellence including manpower, scheduling, organization design and budgets. Successes include improved efficiency from 64% to >80%, improved on time delivery from 50% to >75% and cost reductions in excess of 6 million dollars. Responsible for program IPT coordination as well as engineering coordination on all composite parts. Co-lead a team on the supplier selection for out sourcing of non-core competency composite parts. Developed and led a quality initiative to reduce defects resulting in a significant reduction in the cost of poor quality. Mentored engineers deployed to the center.

Successfully lead an integrated product team responsible for the Block A design and the production build of the wing / pylon components. Team included hydraulics, electrical, fuel systems, airframe, loads, dynamics, tooling, planning and manufacturing engineering. Reduced the cost of the wing and pylon by 25% by working with manufacturing to identify and incorporate engineering design changes and process changes.

Supervised and trained structures engineers on the V-22, H-1 Upgrade, Cobra and UH-1. Responsible for manpower estimates, budgets, structural analysis, design support, manufacturing support, fatigue testing and static testing for all military aircraft. Led the engineering effort to identify process and materials for new build on out of production components.

Lead a team of structures engineers during the development phase of the V-22. Trained structures engineers in analytical methodology and application. Worked extensively with manufacturing to deliver producible designs. Led components of drop tests, static tests, fatigue tests, flight tests and live fire tests. Led the team that redesigned a major component using automated fiber placement, defined the new material specification and performed the customer acceptance testing.

Worked as a member of an elite multi-discipline team whose charter was to provide the Navy with the next generation airborne early warning platform. Responsible for assessing the impact of structural modifications required for the E-X as well as to provide preliminary load support. Presented technical assessments to the Navy and Program Management. Directed a team that designed a major component of the A-12 aircraft. The team included eight design engineers and eleven structural engineers. Responsible for scheduling drawing releases and manpower estimates. Coordinated major structural interfaces between companies. Implemented design automation tools which utilized expert systems and engineering. Constructed database shells and managed the pooling of expert knowledge.

Mba, Business

Bs, Aerospace Engineering

Activities and Societies: AIAA

Program Management

1 week intensive Program Management class at the Boeing Leadership Center.

Certificate, Strategic Supply Chain Management

Textron University course taught at the Eli Broad Graduate school of business. A 1 week intensive executive workshop on supply chain.

Certificate, Global Leadership Program

Textron University Global Leadership Program was a 1 week intensive EMBA course on Marketing and Branding