Maya Mullenex

Experience

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  Sikorsky Aircraft

  May 1995 - May 2000

  Manager After-Market Strategies, Sikorsky Aircraft (SAC); UTC

  Develop product offerings to increase value to customers • Championed SH-60B Performance Based Logistics with customers and partners • Led “Enterprise Transformation” socializing one view of a 30 yr Enterprise process • Transformed legacy processes: Reduced 3 year part certification process to 6 WEEKS!Operations Manager, Sikorsky Depot Level Maintenance; SAC; UTCTransform negative customer perceptions of SAC’s Aftermarket Services • Achieved schedule in 6 months by to aligning customers, suppliers and functions • Reduced billable waste 85% by revamped our SDLM process: Disassembly to Delivery Program Manager Israel BLACKHAWK Program, SAC; UTCProduce and deliver 15 A/C on budget in 6 months, despite 2 year lead times • Despite product complexity Israel was THE profitable sale that year! Program Manager Achieving Competitive Excellence (ACE), SAC; UTCUse Lean Six Sigma to reduce waste and impediments to process flows • Led 100+ VSMs, Kaizen and Kaikaku events to transformed legacy processes • Used 6S, TPM, QCPC, Root Cause & Poke Yoke tools to eliminate sources of variationProgram Manager Aftermarket Strategies, Worldwide Customers, SAC; UTCDesigned distribution systems: products and services for a globally dispersed customer fleet• Led strategic discussions with global S-76 fleet operators and VIP customers• Institutionalized a paradigm leveraging customer investments for fleet support Show less

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  Indalex Aluminum Solutions

  Jan 2000 - Jan 2003

  Director; Process Improvement & Global Supply Chain Services

  INDALEX ALUMINUM SOLUTIONS GROUP (IASG), Bannockburn, Illinois 2000 - 2003Director; Process Improvement & Global Supply Chain ServicesFocus on change programs that increase value propositions to customers. Enable 22 custom extruders and cast houses respond to dynamic geo-political forces. Assumed various roles to lead transformation programs belowRole: GM Cast & Extrusion IASG- City of Industry, CA • Moved volume and shut Fostoria down without losing customers or triggering WARN.• Reduced losses 65%, reduced WC 35%, increased share 9% & reduced lead-time 75% Role: Plant Manager Extrusion Plant IASG; Fostoria, OH• Transferred business: $1M annual losses transformed to $1M annual EBITDA• Earned the Q/A certification required for profitable new marketsRole: Program Manager; Elkhart, IN• Implemented TPS to integrate a new $15M press into a new more profitable market • Increased throughput 35%, OTD 45% & profit 22%; reduced defects 50% Role: Program Manager Global Supply Chain, IASG: Bannockburn, ILRestore profitability to distribution channels in China, the UK and across N.A.• Closed unprofitable depots, abolished, consignments and increased inventory turns • Converted $6M dormant stock to cash by liquidating 25+ dispersed global metal stocks. Show less

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  Lockheed Martin

  Jan 2003 - Jan 2008

  Senior Manager

  LOCKHEED MARTIN CORPORATION - Bethesda, MD 2003 – 2008Senior Manager Operations Support – Missiles & Fire ControlsIncreased productivity, process velocity & quality with 80 Black belts, Developers & IEs:• IE’s revamped layouts & balanced lines; Black Belts increased process effectiveness • Leads engaged Teams to improve OTD 30%, velocity 20% adding $5 M to EBITDA• Process Design Kaizen delivered applications at 20% of previous ratesSenior Manager Strategic Planning: AeronauticsSuccessfully developed competitive assessments to guide leadership decisions• Developed relationships in OSD, Office of the Joint Chiefs, CBO & the GAO• Planned scenarios assessing the impact of funding alternatives to current programs • Increased throughput: quality & quantity 49% despite 30% attrition by promotion Won LM’s highest awards: Integrated TACAIR, Aero Star & Nova awards for “the Strategy to convince the Joint Chiefs of the need for both the F-22 & F-35” Senior Staff Engineer; F-35 Industrial Operations: Aeronautics Provided strategic production protocols for the $450B F-35 Value Stream across partners• Developed JSF CONOPS, Electronic Work Ins. and a Dynamic Scheduling System• Led the implementation of an integrated global production system to reduce waste• Implemented: Visual Work, Root Cause Corrective Action & Escalation protocols • Reduced working capital by moving replenishment from Supply Push to Demand Pull • Won $3 m in award fees for successful deployment of the Willoughby Risk Protocols Show less

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  GE Healthcare

  Jan 2010 - May 2016

  Manager Global I.T. Service Management 2013 - 2016

  General Electric Healthcare – Milwaukee, WI 2010 - 2016Manager Global I.T. Service Management I led deployment of ServiceNow, an integrated IT Service Management System across GEHC.My team developed & deployed an integrated Configuration, Change, Incident & Problem Mgmt. platform & process to manage GE’s IT assets worldwide. The platform enabled proactive performance & risk management in an FDA validated environment.Manager Project Management Office GEHC Latin America I led a team that transformed processes & systems accelerating & quadrupling throughput: • We transformed systems & processes aligning them to the Go-To-Market Strategy enabling compound annual growth rates > 25% in both Revenue and Margins.• Enabled direct relationships with 41 global GE plants, eliminating 600% planned rework.Master Lean Leader, Global Process Excellence & IT GEHC I led global efforts to increase OTTR, predictability & linearity while halving Working Capital • Sensei: Led DMAIC efforts to improve the Global Order to Transfer process• MLL: Managed Lean 1st to ensure Global IT projects delivered expected ROI Show less

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  Self-employed

  Jun 2016 - now

  Transformation Manager