Acted as production specialist for all T700 Combustors and subcomponents, including creating routers, managing material farm-in/farm-out, and being raw material and farm-out vendor point of contact.Created steady flow of input material and weekly deliveries to the customer for T13 combustor.Reduced delinquency on T13 combustor from 232 to 45 and ensured subcomponent spares shipments were delivered to the customer as needed.Owned updating of T700 EBW (Electron Beam Welding) Production board and created an EDM Production board used for all engine lines to ensure team is aligned with priorities each day. Both boards created because of heavy constraints at these locations in our cell and goal was to break the constraint.

Safety:Promoted safety culture throughout business unit by driving proactive safety measures on daily basis.Ensured employees are working in safe manner and empowered employees to create quality hardware for the customer.Quality:Created GEnx A3 focused around zero defects. Working to build out structure of A3 with metrics such as Rework FTY, MRB FTY, Rework hours per part, and number of “surprises” team experiences each week. Identifying areas that team can be more proactive, rather than reactive, to categorize trends in data that can prevent future nonconformances.Mining into rework data to properly identify gaps (Box 4) to generate appropriate rapid experiments (Box 5) that attack quality issues in our process and help lead us to zero defects.People:Created professional and personal relationships with 20+ hourly operators on first shift, as well as ~40 hourly operators on off shifts. Relationships reflected a mutual respect that had one another, as well as the customer, in mind.Led daily CCC with GEnx salaried team to discuss daily/weekly Safety, Quality, Maintenance, and Production metrics.Customer:Business unit delinquency: Reduced from 225 pieces to 74 pieces.GEnx delinquency: Reduced from 39 pieces to 2 pieces.Owned and continuously worked GEnx delinquency reduction A3 to complete goal of burning down delinquent orders and completed A3 by end of rotation. Presented A3 to Randy Hobbs and Tony Aiello in second month on job.Owned manpower plan for GEnx operators. Created cross-training matrix per shift and cross-trained numerous operators to maximize utilization (turn/mill drill/balance/weld cell).Identified constraint at turning platform and worked process improvement projects directly with operator and process engineer to break constraint and meet target throughput.Managed part flow through 2 man / 15 machine multiple 5-axis milling line, maximized production for high cycle time, mixed model line.

Completed 84 quality investigations for customer returns of GE90, CF34, CF6 and LM LPT Blades.Completed 17 Quality Escape Reports (QER’s) for verified customer returns.Completed 3 quality investigations for shop damages involving LPT Blades.Positive trend of number of customer returns from start of rotation to end of rotation.Enhanced warranty tracking process across entire shop by exploring multiple software methods for documentation including Smartsheet and Gensuite, site has solidified process of entering all data into Gensuite QER tab.Modified fixtures that were previously developed to reduce cycle time / ergonomic risk of grit blasting and chord length inspection. 3D printed prototypes and handed project off for full completion and release into production.Completed Gage R&R on interlock measurement fixture via Minitab.Supported project of increasing capability of part marking operation at final inspection.Modified Quality Concern Reports (QCR’s) form to include 6M codes for data mining to be used for process improvements once enough data has accumulated.Created planning “standard” – template created including best practices from McAllen and other GE sites. To be incorporated on current lines through steady improvements and fully implemented on NPI lines.

Supported AETP military engine program.Tracked part movement and process readiness for all CMC AETP hardware.Created MRB Tickets and updated D40 documentation for all LPT Vane hardware.Reviewed HPT Nozzle Autoclave tooling CMM inspection reports for conformity and reinspected nonconforming LPT Vane hardware, as necessary.Created automated spreadsheet via VBA for AETP hardware vouchering and funding.

CVG - Kings Mountain was struggling with sending defective parts to their main customer. Our team was tasked with creating a digital device that will be used at the inspection station to prevent defective parts from slipping through to the next step in the manufacturing process.Using Microsoft Access, we created a form that interacts with their MRP system to display all information needed for each cab, along with pictures and extended descriptions of each option, which differs from their original process.Once the device was created, we decided on which hardware to use to display this device at the inspection station. We focused on durability, meeting limited space requirements, repairability, price, user-friendly and touch screen capabilities to make our decision.CVG did not ask us to implement our solution, only create one. With that being said, we created future steps for the company to take to slowly implement our solution to their entire manufacturing process. We also researched and contacted multiple companies about an automated digital inspection system, something that would take the spot of our solution years down the road.

Completed analysis on airfoil handling damage and implemented new ideas to reduce nonconformances.Developed electronic device using VBA that updates quality team on gage expiration and availability.Reduced excess scrap parts on CFM lines by organizing nonconformance bins and correcting main reworks on lines.

Supported Large Spools GENx Line.Created a plastic fixture that can be used to increase safety and reduce time in changing toolsets.- 3D printed, changed programming, debugged and implemented in three operationsCompleted a data analysis on the dovetail machines to find deviations in gauge cuts to rail heights,then calculated compensation that was installed into machine code.Updated Lean device using VBA that tracked Large Spools part movement throughout plant.

Supported PMA-290 Foreign Military Sales (FMS)Responsible for updates of P-3 FMS Configuration Manual (covers 17 countries)- Acquired Training: Statistical Sampling, Quality Assurance Basics, Fundamentals of Systems Acquisition Management, Fundamentals of International Acquisition