Experience

• 

  United states air force

  Jul 1991 - Apr 2015

  Directed comprehensive F-16 aircraft maintenance program supporting $1.4B in critical equipment, indirectly supervising up to 1,100 personnel through 8 department managers. Administered $44M annual budget. Prepared and managed complex aircraft and manpower schedules; adapted to frequent change. Monitored performance and productivity; identified and capitalized on improvement opportunities. Served as executive director's advisor on all operations issues to include long-range planning, quality assurance trends, and leadership development.☛ Delivered culture change to underperforming organization. Passed first compliance audit in 7 years. Decreased safety violations from 23 to 1 per month. Increased aircraft availability by 16%.☛ Engaged and motivated personnel. Achieved improvements in all 42 employee satisfaction categories over previous year, with dramatic rise in leadership grade from 22.8% to 90.1%.☛ Spearheaded Lean event targeting F-16 aircraft maintenance inspections. Sliced 9,000 man hours off former annual manpower requirements and reduced aircraft downtime by 48 days. Show less Oversaw logistics strategy development, operations, and planning to ensure effective support for newly assigned $2.6B in equipment involving 390 personnel. Led up to 8-person management team; interacted across departments and with vendors to procure essential parts and equipment; ensured all accepted pieces met quality criteria.☛ Maintenance Professional of the Year and Supervisor / Manager of the Year for superlative performance.☛ Designed transition training plan to cross train 54 in-place maintainers for new equipment category. Reached operational status 4 months ahead of schedule. Saved $300K in relocation costs.☛ Oversaw logistics requirements for 28 construction projects totaling $117M in value, essential to starting up new maintenance organization.☛ Redesigned flawed contractor bid sheet, achieving a 10% cost reduction in a $450K tool acquisition.☛ Streamlined C-17 aircraft periodic inspection process by 44%. Leveraged 5S visual management and cell flow optimization, increasing equipment availability by 1,600 hours annually. Show less Served as primary contact for executive management regarding improvement and maintenance for $10.3B in equipment. Directed 5-person leadership team with 1,200 indirect reports assigned across 2 key maintenance and systems groups. Oversaw scheduling and implementation for technical configuration changes; validated and prioritized requests; ensured continuous production improvements. Resolved complex problems and served as organizational resource.☛ Manager of the Year, Outstanding Manager of the Year, and General Lew Allen Jr. Trophy for demonstrating exceptional leadership.☛ Identified 9 critical improvement areas during C-17 aircraft propulsion problem-solving conference involving multiple departments. Drove vendor solutions, leading to improved engine performance.☛ Pinpointed recurring C-17 aircraft flight control malfunctions to a wiring design flaw. Collaborated with engineers on fix, resulting in essential production redesign while saving 1,200 repair hours annually.☛ Researched and acquired specialized C-17 aircraft head-up display test equipment. Reduced aircraft downtime by 20%. Show less Inspected sophisticated, high-value equipment and other areas to ensure maintenance complied with quality requirements and organizational standards. Monitored 250+ maintenance personnel across 3 departments to ensure technical and safety compliance. Maintained 900 technical publications and teamed with strategic partner to address deficiencies. Served as technical resource; provided quality training for technicians.☛ Led operations teams to achieve rank as best throughout large, international region during compliance audit.☛ Tapped as QA Representative for Contract Field Team and conducted 75 contractor closeouts during $300M equipment modernization project. Show less

  • Operations Superintendent

    Mar 2012 - Apr 2015

  • Logistics / Maintenance Superintendent

    Mar 2006 - Mar 2012

  • Product Improvement / Maintenance Engineering Superintendent

    Jul 2001 - Mar 2006

  • Quality Assurance / Technical Order Manager

    Jun 1998 - Jul 2001

  • Guidance and Control Systems Journeyman

    May 1993 - Jun 1998

  • Guidance and Control Specialist

    Feb 1992 - May 1993

  • Student--Avionics Guidance and Control Systems Specialist Course

    Jul 1991 - Feb 1992
• 

  Walmart distribution center

  May 2015 - now

  Leads Process Improvement tools and methods (for example, 5S, root cause analysis, six sigma, time and motion studies) to eliminate losses in an area within a Distribution Center according to Network Process Structure. Provides input to Divisional Focused Improvement Teams on project ideation and replication opportunities. Manages project execution of top losses in the functional area and assists in building the capability of other area managers and associates.☛ Drove building flow improvement process. Followed DMAIC process to drive runtime and throughput improvements. Identified and corrected mechanical and maintenance related opportunities. - Increased average overall runtime 7%. - Improved % shipped by 1.8%, increasing throughput capacity for a potential savings of $373K per quarter. ☛ Developed Quality tool that reduces daily label research time by 2 hours, saving 730 hours annually ($13,000+).☛ Spearheaded DC unload process improvement efforts. Implemented new flex dock process and focused managers and associates on unload priorities. - Increased daily unloads by 22. Show less Steers retention and development of 1,000 associates. Identifies / implements countermeasures for hiring / retention opportunities. Oversees all training efforts to ensure availability of qualified associates.☛ Developed several countermeasures to reduce associate turnover; drove 6% improvement.☛ Resuscitated Logistics Leadership Onboarding process; authored step-by-step training guide for new managers; mentored/evaluated training for all new managers during first 6 weeks following onboarding.☛ Drove intense focus on development processes; reduced overdue training by 85% in less than 3 months.Key leader in process improvement efforts: Process improvement steering committee member, continuous skills development team leader, and process improvement instructor. Also mentors focused improvement team members.☛ Delivered root cause analysis training to managers and associates during start up of new continuous improvement program.☛ Led continuous skills development team; identified numerous process shortfalls / developed One Point Lessons and Standard Work documents. Show less Leads 63 warehouse distribution center associates in the receiving / processing of an average volume of 250K cases per week. Ensures associates develop and practice safe work habits; performs daily safety audits to identify successes and opportunities. Monitors quality and productivity trends; seizes opportunities for improvement. Adjusts to daily and seasonal shifts in inbound freight volume, coordinating with supervisors and peers to develop strategies that ensure overall warehouse success.☛ Revamped Receiving area’s quality error tracking process. Developed MS Excel macro-enhanced tool to automate research / reporting. Saved 540 man hours annually.☛ Created MS Excel dashboard that consolidates useful tools / links to most commonly used administrative functions. Increased manager efficiency, freeing more time for associate engagement. Show less

  • Maintenance Operations Manager

    May 2023 - now

  • Mgr II, Process Engineer - Supply Chain

    Dec 2019 - May 2023

  • Retention & Development Manager / Process Improvement Leader

    Apr 2018 - Dec 2019

  • Area Manager

    Nov 2015 - Apr 2018

  • SSR Unloader/Processor

    May 2015 - Nov 2015