Travis Seaton Email & Phone Number

Kent, Washington, United States

I lead a cross functional team responsible for delivering hardware and a data acquisition system to an external test facility. My primary responsibilities include managing scope, schedule, cost, and risks through the hardware build and test campaign. I act as the primary interface with the external customer for reporting and contract deliverables.

Kent, Washington, United States

I was responsible for developing and managing the schedule for design, procurement, build, test, and delivery of hardware and a data acquisition system to a test facility. In this role I collaborated with a cross functional team to develop the integrated master schedule (IMS) that aligned to key program milestones. I would release work orders to the build team, prioritize work center queues, track procurements, and was the point of escalation when build and test activities deviated from the IMS. Hosting bi-weekly meetings with the design engineer, manufacturing engineer, test engineer, procurement, and operations enabled me to gain status, align the team on near term priorities, and assign actionable work packages to the team.

Seattle, Washington, United States

As the Value Stream Integration (VSI) focal my primary responsibility is to ensure our global cross functional team executes to it’s committed 95% SLA with our airline customers. I help internal organizations such as operations, supplier management, engineering, finance, logistics, and program management work together on initiatives and align on common goals to drive value to the program. I also integrate with our external partners that support our service to ensure their performance meets the program's needs and collaborate on areas of opportunity. In 2019 I found a $1.2M cost recovery opportunity and lead a sub-team team to recuperate that value back into the program.The Component Service Program (CSP) is a service that provides airlines access to aircraft parts in exchange for an unserviceable part removed from the airline’s aircraft. Our program is responsible for managing inventory pools located around the globe, the logistics between the customer location/pool, and repair management of the unserviceable part.

Seattle, Washington, United States

As the Proposal Manager for Component Services Program (CSP) my key responsibility was to manage RFQs from airlines for aftermarket support and provide our sales team the pricing and T&Cs that the operations team could commit to. Each indicative sales offer was uniquely designed to add value to potential airline given their existing operational capability, geographic location, and fleet type/size. I also lead a continuous improvement project to develop a workflow management tool to support the life cycle of each proposal. The database driven tool increases data integrity and communication with key stakeholders.

Renton, Washington, United States

Developed the MAX 10 program schedule baseline and production ramp up to peak rate. Priority placed on balancing production system execution and risks with market demand.Negotiate with suppliers regarding key components on-dock dates supporting final assembly. Strike balance between supply chain capabilities and risk with market demand of new products lines. Lead the implementation of unprecedented production system cycling plan into the Master Schedule. Required key understanding of complex schedule impacts and ability to communicate key highlights to Program leadership.Responsible for leading complex rate studies by performing analysis, coordinating across impacted organizations, and presenting impact, risks, and recommendation to leadership.Contributed to 737 MAX 8 Entry into Service (EIS) scenario planning analysis. Considerations included supplier capability, production flow, capacity analysis, and customer negotiations.Travel to key supplier sites to assess capacity and consult strategies to align with current production rate increase studies.

Renton, Washington

Performed baseline management and critical path analysis for each organization supporting the 737 China Completion & Delivery Center. Maintained Tier 0 through Tier 2 integrated schedules.Supported program directives by capturing and documenting work statements and creating schedules for the development of new and derivative products.Developed and implemented a visibility tool known as the 737 Customer Intro Waterfall Chart. The visibility tool automatically synthesizes information from multiple data sources to provide an integrated view of engineering and production schedules.

Everett, Wa

Supporting the 777 FT5 (foreign object debris (FOD) prevention, tool control, and 5S) team. The group’s main responsibilities include: monitoring compliance of 777 line, creating and tracking performance metrics, participating in audits, and leading projects to increase FOD and tool control compliance. Managed FOD/tool control compliance study on 777 line. Project resulted with detailed recommendations to increase employee involvement in FOD compliance.Created a monthly report of the end-of-shift (EOS) performance metric for process centers (PC) on 777 line. Resulted in increased visibility of each PC’s FOD compliance. Developed professional communication and project management skills; created project scopes and effectively communicated across diverse group of employees.

Kirkland, Wa

Managed a cost savings project regarding past due PPAPs. Project resulted with updated PPAP statuses, and identified areas for improvement within the system. Synthesized data from multiple databases to create a presentation for the buyers and planners. Resulted in increased visibility and buyer/planner awareness for upcoming important ECNs.

Renton, Washington

Managed a project to create a plant wide lean training presentation along with the creation of continuous improvement forms to be used throughout the Renton plant. Analyzed the plants mainline downtime data. Presented my analysis to upper management with suggestions on how to improve their process of collecting data. Created the standard work document to construct the weekly hood paint schedule. The document standardized a process that decreased the hood WIP inventory by 30% Managed a project to install several cameras around the plant to increase the paint department’s visibility. The project resulted in a reduction in variation of paints WIP inventory.

Master'S Degree, Supply Chain Transportation & Logistics

Bachelor Of Science, Manufacturing & Supply Chain Management

Activities and Societies: APICS - The Association for Operations Management