DIRECTOR OF SHIP CONSTRUCTION Executive Profile Visionary Operations Executive solid experience managing levels multiple projects including budgeting administration. Ambitious Leader creates strategic alliances organization leaders effectively align support key business initiatives. Builds retains high performance teams hiring, developing motivating skilled professionals. A Motivated Change Agent Leads organizations Lean Journeys training, mentoring, driving results creating self-directed, autonomous Teams Organizational Goals mind. Skill Highlights Leadership Project management Business operations organization Budgeting expertise Employee relations Self-motivated Customer-oriented Lean Implementations Change Agent Team Player Labor Negotiations Honest Ethical Ability select talent Multi-unit Operational Experience P&L Responsibilities Communications Teacher Core Accomplishments Manufacturing Lead Labor Negotiations resulting multi-million dollar benefit company across term agreement, ratified. Changed Marinette Marine Module Construction static build process dynamic build process resulting schedule attainment productivity improvement 50% 100%. The resulting cost improvement netted savings $5M per ship. Lead, Designed, Constructed Operated new Module Facility resulting achievement baseline schedules operations budgeted cost. Achieved despite many claims process design would never work would cost us operate fashion. Helped grow small, privately owned company $8M revenue $20M revenue competitive market. Performed Lean engagement, Customer Involvement, Employee involvement drive achieve goals collectively set. Worked aspects Thermasys Corporation final role VP/GM. During time, I implemented Lean methods lead significant improvements cost, schedule, quality safety. Professional Experience Director Ship Construction 07/2015 Current Company Name City State Accountable Ship Completion prior launch including Fabrication, Assembly, Paint, Outfitting, Testing, System completion. Responsibilities include Ship Construction First Plate Cut Launch Ship, Management Cost Schedule performance achievement Strategic Corporate Goals. Additional responsibilities include Relationship Building Union Membership Collective Bargaining Unit Negotiations Union regarding upcoming Contract renewal. Span control includes 4 ships various stages construction, oversight 850 Union employees 61 Area Managers, General Foremen Foremen. Lean Methods: Instrumental introduction implementation Lean methods. Results date include: Lean re-organization external areas shipyard including removing multiple locations identical activities reducing travel time creating much productive workforce providing support resources Point Use. Implementation Barcoding improved inventory materials equipment reductions material loss quick identification material location quick response demand. Director Outfitting 07/2014 06/2015 Company Name City State Accountable Ship Completion prior launch including Outfitting, Testing, System completion. Responsibilities included Structural Completion Module Erection; Insuring Pipe, Electrical, Insulation, Equipment, Propulsion Systems complete prepared next stage final construction System testing. Span control includes 4 ships various stages construction, oversight 600 Union employees 42 Area Managers, General Foremen Foremen. Insuring Outfitting done sequenced Stage Construction. In June 2014, completion rate modules prior module erection roughly 65%. It high 90 percentile averages 97%. My Team raised bar level completion time launch. Prior ships launched level mid low 70 percentile, LCS 9 launched 84% complete therefore re-gaining schedule on-time delivery. This level completion earned Team significant accolades customer along company earning multi-million dollar incentive bonus achieving goal Introduced status boards Work Centers communicate performance employees. Additionally, post safety alerts status boards accidents occur speak crews insure adhering safe practices alerting Leadership see problem. Director Fabrication Assembly 11/2012 06/2014 Company Name City State Accountable Construction Modules LCS vessels. Responsible following; Structure, Pipe Fabrication, Outfitting equipment Electrical foundations, short long term manning plans, cost schedule performance. The Structural Trade (Steel Aluminum) performing 50% productivity losing schedule day. Additionally, team disjointed working cohesive unit. Throughout transition poor performance exceptional performance, I accomplished following: 1) Immediately cut manning Steel Module department 167 127, immediate improvement cost performance degradation schedule. 2) Continued reduce manning attrition elimination contract employees achieve budget cost performance. 3) Once stabilized, schedule performance began improve group back baseline schedule improvements began happen daily. 4) Built solid Team continued improve currently operating 70 employees opposed 167 continues gain schedule make improvements. Spearheaded introduction implementation Lean methods. Results date include: Implemented 5S program great success.Everything place; Everything place. Implemented Lean methods Pipe shop resulted increased throughput 250 spools per week 400 spools per week without additional manpower. Introduced status boards Work Centers communicate performance employee base. Introduced daily tracking, progressing daily status foreman effort understand performed day corrections must made insure meet weekly goals. As group stabilized, complaints internal customers diminished 75%. This done open communication stream issues internal customers "Go See" technique foreman performed unacceptable work could understand error effected stream operations. Using technique, coupled clear understanding quality procedures, quality performance improved greatly saving thousands hours unnecessary rework. Highlighting safety important thing Leadership Team working direct reports, managed create safer, cleaner organized environment, reducing accidents 50 first year. This accomplished communication implementation 5S methods leading eliminating potential safety hazards. Director Outfitting 06/2012 11/2012 Company Name City State Accountable Ship Completion prior launch including Outfitting, Testing, System completion. Responsibilities included Structural Completion Module Erection; Insuring Pipe, Electrical, Insulation, Equipment, Propulsion Systems complete prepared next stage final construction System testing. Key strategy role primary focus Lean Implementations Team Building. During first 5 months Marinette Marine, I introduced organization Lean Methods began implementing new techniques; predominantly 5S activities. Instrumental introduction implementation Lean methods. Results date include: Implemented staging organization Rigging tools equipment prevent losses hours lost searching necessary tools. To date, significant hours time saved result elimination searching tools equipment rigging major lifts, module moves module erections. Implemented staging organization safety equipment prevent loss searching safety stantions, line lead trellis' safety related equipment. Results lead reduction accidents related lack safety chains, stations, lead control. Director Module Construction 09/2009 06/2012 Company Name City State Accountable Construction Modules LCS JHSV vessels. Responsible Trades, including Structure, Pipe, Fitout Electrical, short long term manning plans, cost schedule performance. After construction new 370K sq. ft. facility (Phase I), I began operate facility produce modules JHSV LCS Programs U.S. Navy. After commissioning facility, employee base grew 50 employees 600. Managed transition hiring predominantly low skilled employees training B Class skill base A Class Skill base. Phase II (370K sq. ft.) commissioned mid-January 2012. After commissioning Phase II, employee base Phase grew 24 nearly 550 4 short months. During time period, cost schedule performance improving week. Instrumental introduction implementation Lean methods. Results date include: Implemented 5S program great success. Everything place; Everything place. Introduced shadow boards assigned specific area reduced tool loss 50%, saving $1M lost, damaged stolen tools. Introduced status boards Work Centers communicate performance employee base. Vessel vessel cost improvement 30% 2nd vessel 15% 3rd vessel date. External survey results improved significantly vessel vessel. Current vessel progressing 90+ pass rate first time surveys compared roughly 75% prior vessel. With new Module facility line, began scribing cutting modules neat avoid interference erecting module module. This allowed erection modules completion vessels significantly increase. Our safety performance among best Industry. We received several Industry awards safety performance. This done collective team effort. Operations Manager 10/2006 09/2009 Company Name City State Accountable Construction LCS HSF vessels. Responsible Trades, including Structure, Pipe, Fitout Electrical, short long term manning plans, cost schedule performance. Was brought board help develop Lean facility implement Lean methods Shipyard environment. Between Oct.2006 Nov 2007 began coaching teaching means Lean. This huge challenge. Most employees even heard words, Lean Methods. Brought board knowledgeable employees help make transition. During time period, focused employee involvement problem solution, continuous improvement areas struggling, training. Through employee involvement, cross-functional Tiger Teams true grit, overcame many issues, resulted great gains follow vessels. Beginning Nov 2007, I took Project Lead new Module Facility.We began 100 acres Corps Engineers Spoils dredging created Lean Facility designed construct outfit modules. Some milestone accomplishments were: Helped secure federal, state local funding support expansions Worked Governors' office, Mayors' office governmental authorities. Examples include: Mitigation wetlands working Corps Engineers. Working FEMA remove site VE zone (designation given coastal areas). Working Alabama Department Environmental Management. Designed entire facility designed validated external sources Completed entire 370K sq.ft.facility time $1M budget General Manager 04/2005 10/2006 Company Name City State Accountable Forestry Boat divisions. Responsible aspects organization including long-term business strategies. Total revenues $20M per year. Developed plan implement methods designed aid company dealing significant revenue growth. For example: Lean methods, Employee involvement decision making, Supply Chain Management, Team approach, hierarchy priorities, include 1) Quality, 2) Delivery, 3) Continuous Improvement, umbrella safety. Introduced organization means "Lean". Results date include: 40% reduction overtime. Instituted Cost Savings program recognized $1.7M real savings. Improved on-time delivery. Reduced amount field installation issues. Improved productivity 44% headcount remained flat. Implemented Corrective Action Reporting system results "True" root cause analysis "Permanent" Corrective actions. Introduced organization Microsoft Project benefits planning scheduling properly. Resulted ability deal delays disruptions advance milestone dates deadlines. Began involve customer intimately planning scheduling process. Previously, scheduling delays would communicated customer base causing significant costs customer end, many times reimbursed PSI. Implemented Customer follow-up installation system order evaluate customers' satisfaction resolve open issues. Instrumental achieving Revolving line credit Capital line credit large banking institution. Vice President/General Manager 01/2002 01/2005 Company Name City State Accountable Aftermarket Business Unit Thermasys Corporation. Developed implemented Business Unit Strategies. Responsible Aluminum business unit Montgomery, Alabama Copper/Brass business unit Detroit, Michigan. Total Aftermarket revenues $20M per year. Developed implemented plan move organization Lean direction. Coached trained organization Lean methodology impact organization. Implementing Lean Manufacturing employee ownership process led many improvements: Created self-directed work teams. Led key managers Lean Manufacturing philosophies. Improved time delivery 60% 99%, reducing lead-times 6 weeks 3 days. Reduced external defects 43%. Reduced inventory 50%. Reduced workforce 10%, sales increased 15% mature market. Increased profitability 10%. Restored brand name Aluminum products (Thermal Components). Focused growing business thebest choice industry. Competitive price, superior delivery lead-times, world-class quality service. Developed strategy move direction Specialty products focus less replacement type business. Strategy changes led many improvements: Launched 113 new products 3 years Added 28 new distributors. Negotiated long-term agreement distributor racing products. Grew sales revenue mature market creating new paths market. Operations Manager 01/1999 01/2002 Company Name City State Managed day-to-day operations Heat Exchanger Division Thermasys Montgomery. Responsibilities included, achieving daily goals customer commitments improving operations Lean methods. Kaizen Approach Lean Manufacturing: Took aggressive approach process improvement Kaizen activities. Results Kaizen events favorable: Reduced scrap levels 6% 1.5%, resulting 687K annual savings. Daily goals increased 40% daily targets 90+% scope eight months. Reduced workforce 189 125, improving productivity quality. Increased fill rates 70% high 90%, reducing build quantities inventory levels. Reduced overtime 35%. The Result Kaizen Approach Quality: Led Kaizen efforts improve quality products building quality product processes prior production launch. Improved existing product quality implementing changes brought Kaizen efforts. Implemented Customer Focused Teams effort get operators involved customers, resulting Partnership Status John Deere. Manufacturing Engineering Manager 01/1997 01/1999 Company Name City State Directed process related issues projects Heat Exchanger Tubing Operations. Managed aspects Continuous Improvement Plant. Responsible insuring processes robust maintained. Project Management: Managed numerous projects related process improvements cost savings activities. Managed projects within budget time. Removal Aqueous Washer: Project required finding viable option off-line washing manage on-line. Achieved goal using process friendly oil require washing. Implementation new oil resulted removal washer, saving company $1M annually. Elimination Epoxy Repair: Project required reducing leaks post-braze, therefore eliminating need secondary step process. Implemented changes improved first pass leak rate, thereby eliminating need epoxy repair. This project resulted $500K annual savings improved process flow. Installation New Process: Managed project required designing process, purchasing equipment, installing new line launching production. This product line entirely new market Heat Exchanger division, one significant impact future Thermasys. This process line installed time budget. Team Dynamics: Prior role Manufacturing Engineering Manager, central focus Process Improvements. Under leadership, dynamic team Engineers assembled attack every improvement opportunity. Product Engineering Assistant Manager 01/1989 01/1997 Company Name City State Led Product Design activities. Controlled Product Designs insure designs would within current capabilities process side. Expected design process fixtures, jigs, equipment products designing. Customer Focus: Mission exceed customers' expectations within capabilities. Made sure extra steps taken insure customers Thermasys best choice. Regularly visited Technical staff customer locations effort insure viability design. Aftermarket: Designed, prototyped launched production new Ford Aftermarket Radiator product line, resulted $2.5M additional revenue organization. Original Equipment Customers: Account manager John Deere product launches. My leadership skills enabled us launch new products time within budget. During tenure Engineering group, Thermasys one best supply partners. QS 9000 Efforts: Developed implemented document control process incorporating new numbering schemes controlled document binders preparation QS 9000 Certification, accomplished 1996. President's Award: Received Insilco (Holding company) President's Award recognizing involvement design engineering new tube would result existing tubes obsolete. This tube profile revolutionized Tubing industry enabling end users take cost materials reducing gauges. Education Bachelors Science Business Management 2001 Troy State University City State GPA: GPA: 3.6 Business Management GPA: 3.6 Business 1986 Auburn University City State Business Associates Degree Drafting Design Technology 1989 John Patterson State Technical College City State GPA: GPA: 4.0 Drafting Design Technology GPA: 4.0 Skills Relationship building Problem Solver Conflict Resolution Great Organizational Skills Microsoft Office Professional Energetic