| | | 20,000+ Fresh Resumes Monthly | |
|
|
| |
Click here or scroll down to respond to this candidateCandidate's Name
Executive Core QualificationsTACOM Stryker Logistics Programs Liaison Officer Army Depot Stryker Brigade Combat Team.(August Street Address Present)Leadership directed me to complete the Demilitarization or (Demil) of Street Address Stryker vehicles in DLA storage at Anniston Army Depot. This was all new for me, and I had to meet with the Local DLA Disposition center to get up to speed on the requirement to Demil a Stryker vehicle. After receiving the requirements, I then set up meetings with the Stryker ILS manager, Anniston Army Depot vehicle supervisor and DLA storage. We meet weekly and produce a plan and schedule for the process. We all decided the best approach was to work through ten vehicles and then revise or modify the process before proceeding. The Styker ILS manager initiated a Material Release Order (MRO) to DLA Storage to move the vehicles from storage to Anniston Army Depot vehicle services and that is when we ran into a problem. The two different system LMP used by Stryker PM and the SAS system used by DLA storage would not communicate with each other and the process with delayed for about 2 months while DLA IT and LMP IT worked out the issue with the systems. Once the systems could communicate with each other the process started. Ten vehicles were moved out of storage to ANAD to be Demil propped and then back to storage before being sent to DLA Disposition Services where they were disposed. The process got off to a slow start because of the It issues of the two inventory systems not communicating but after that issue was resolved we processed 353 vehicles out of DLA Storage through the process to Disposal at DLA Disposition Services.Leadership directed me to develop a Stryker vehicle tacking data base for all the vehicles located at Anniston Army Depot. The data base was to be in excel and send it out every week with my weekly report. The reasoning behind the database was no one at Stryker PM had a good idea of what Strykers were at Anniston and at what stage and site location the vehicles were located. I started the project by doing a complete inventory of all FMS, MSHORAD, DE-SHORAD, New Build, Demil Storage, Exchange, Ukraine, Overhaul, Reset and New Build vehicles. This is a moving target and I quickly learned that Anniston sometimes receives up to ten vehicles a day and sometimes ships dozens by truck through General Dynamics, and by truck and rail through DLA. The daily movement and volume were the challenge, and to correct it I asked all the shipping and receiving leaders at Anniston Army Depot to send me an email daily when they received or ship any vehicles. This data allowed me to build the database and corrected the movement issues I was facing. I now track just under Street Address Strykers and capture all the vehicle storage, receiving, and shipping of Strykers at Anniston Army Depot.NEW FLYER Quality Supervisor: Anniston Alabama.(September 2017 August 2018)Leadership directed me to set up a new quality inspection process for the quality of the buses manufactured at New Flyer Anniston. I started by setting up weekly meetings with my staff and production Supervisors to discuss quality issues. From these meetings and Oracle analysis it was decided that many of the quality technicians inspections that were being completed were not of the parts that had failures but were coming from failures from past problems that were no longer quality issues. I used this data to develop a new process that looked at and inspected the critical parts of the vehicle and then looked at current quality issues and focused on inspecting and correcting them. This process of using data-based inspections freed up the time of the quality technicians and allowed them to focus on finding the Root cause of problems and fixing and prevent reoccurring issues. One major result with the new process was that after 3 weeks of implementation we started having the two-piece roof sections for vehicles delivered with the ventilation and emergency exit hatches in the correct location. The was the first time this had happened in over 6 months.General Dynamics Quality Engineer: Anniston Army Depot, Anniston Alabama 36265.(November 2015 September 2017)Leadership directed me to develop a process to cut the process time per vehicle in the vehicle Reset process at Anniston Army Depot. I met with several of the process technicians and materials people, and we analyzed their constraint with spending several hours of time looking up or having engineering look up part numbers for the equipment that was being remove form each vehicle and them labeling it to before it went to testing and was reinstalled back into the same vehicle. The consensus was that there was no documentation or work instructions on how to complete this task. After gathering all the information, I developed a Picture book in a PDF file with a listing of the parts to be removed and an individual 3D model of parts with the part number. This allowed the technicians and material personal can look at an electronic picture book and dismantle and remove the standard equipment on all vehicles and label each part per vehicle with the correct part number and the routing of where the part must go to be tested and repaired before being reinstalled back into the vehicle they were removed from. This improvement process saved six combined hours per vehicle that General Dynamics Reset at Anniston Army Depot.General Dynamics and Anniston Army Depot were given the contracts to take eighty-three old Flat bottom Stryker vehicles, strip them down and to then send the vehicles to Lima Ohio to be reconfigured to accept a 30MM cannons before being sent back to Anniston to be rebuild on the Stryker New Build production line. From this I was directed with overseeing and improving the 30MM vehicle Teardown process at Annison Army Depot. The Depot started out by taking 2 weeks to tear down each vehicle and then label each part for kitting. I met with the Depot supervisor, materials representatives, and the mechanics working on the project. The process started by removing all the wiring and components from the vehicles and pushing them to the materials representatives to sort label and package for the rebuilding of the vehicles. This process was slow and cumbersome for the materials people. I discussed trying a new way with the production supervisor and he agreed to try it and see how it went. We printed all the labels for each vehicle in advance and installed as many as possible in or on the vehicle before the parts were removed. This saved time and removed the constraint of sorting through piles of parts to apply labels. We then allowed the material representatives to work hand and hand with the mechanics and direct the mechanics on what sequence each part was to be removed and kitted for the rebuild process. This was successful and allowed us to go from tearing down one vehicle every two weeks to tearing down three vehicles each week. This proved to be successful and sustainable throughout the project for all eighty-three vehicles by converting from a push process to a pull process.Leidos Quality Engineer: Anniston Center for Domestic Preparedness Anniston Alabama 36201.(November 2015 September 2017)Leadership directed me to set up an auditing and sampling process to maintain compliance with the ISO requirements of the Leidos Training Delivery Contract. I reviewed the contract requirements and started meeting with each department director to develop a surveillance plan. We decided to have a Bi-week meeting to discuss and develop the process. From these meetings we decided to do monthly 100% weapons inspections, quarterly process inspections and random training class inspections. The training class inspections were data driven. I focused on areas where students were having trouble passing class assessments or students were leaving negative input in their over class surveys. This improved the student experience and helped Training services to remove nonproductive instructors and put more focus on each classs core training requirements.Solutia Chemical Plant Project Management: Anniston Alabama 36201.(March 2012 February 2014)Leadership directed me to overhaul and improve the maintenance, and outage planning and scheduling process at Solutia Anniston. I started by analyzing the SAP maintenance backlog and planning process. The process was nonexistent. The maintenance backlog had over four thousand unworked work orders in the backlog. I started a daily work order review meeting and looking at the work order backlog and setting priorities as to what current work needed to be completed and developing a schedule to manage it. I also cancelled several hundred work orders that were for items and issues that were no longer relevant to the process or that their related equipment had been already repaired by emergency work or the equipment had been removed. We had some growing pains with the implementation of a weekly maintenance schedule, but the issues were overcome by getting bought in by the Union and maintenance technicians. The project was so successful that after 2 years of implementation the maintenance work order back log was decreased to less than one hundred work orders and the maintenance organization was converted from a firefighting department to a planned maintenance organization.Leadership directed me to develop an Outage Schedule for the Benzene Furnace. The issue was the furnace heater tubes would become clogged with Carbon over time and to clean them out the plant would have to shut down. This process took 3 weeks to complete and that was unacceptable to plant leadership. So, I set up a team with three maintenance employees, the contractor that cleaned out the heater tubes, and several plant operators. We began meeting twice a week and talked about the different options and finally made a list of all the items to complete during shut down. In past Shutdowns all the activities had worked by memory without any written processes or procedures. So, we set up a schedule of activities, and scheduled several activities in parallel and got permission to work around the clock. With the new plan the team managed to cut 2 weeks of down time out of the Outage and have the plant back up and running in a week instead of 3 weeks.Westinghouse Anniston (URS) Project Management Anniston Alabama 36201.(October 2009 March 2011)Leadership directed me to Install and Setting up the Chemical Weapons Demilitarization Static Detonation Chamber at Anniston Arm Depot for Westinghouse Anniston. I developed a plan for Construction, Equipment installation and Testing schedule to install the SDC Chamber production equipment and be up and running overpacked chemical munitions within a year. The team consisted of the Deputy Plant manager, SDC Manager, SDC Supervisor, Plant Scheduler, Safety manager, Quality specialist, and me from Program management. After developing the team, I received all the winning contractors names and area responsibilities. We as a team started developing the SDC schedule by meeting with all the installation contractors and the equipment manufacturer. We met once a week and worked through all parties until all leadership was agreeable and accepted the plan. We then set the construction date and started building the facility. We held each contractor responsible for their own activities and had several working in parallel to keep up on schedule and had a successful project. We worked through multiple issues and completed the project ahead of schedule. We managed to start construction and installation and complete it all and run the first overpack Chemical projectile in forty-seven days after beginning construction.Monarch Windows Assistant Plant Manager: Anniston Alabama 36201.(December 1999 February 2009)Leadership directed me to lead a team of managers to double production on the main window production line from 20 Windows an hour to forty windows an hour and cutting the production associates from 28 to 12. I selected three managers and three hourly team members from the Production line, Warehouse and Shipping departments. The team developed a plan with several options, and we started meeting 2 days a week. We set priorities and started gathering information on the flow of material, constraints in movement, Procedures, warehousing, production equipment, and packing before shipping. After analyzing the data, we produced a few massive improvements by looking at how every step in the process was done. The team members gave their input, and we started testing and documenting the results. Through the teams improvements in the production processes increased production from twenty windows an hour to sixty an hour while removing all the production employees from the line except eight. |
