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Experienced Project Engineer with Sales Experience
Experienced Project Manager/Engineer with a history of Process Engineering, NPI (New Product Introduction), Subcontract and Outsourcing Management, and Integrated Product Team Leadership. My experience is primarily operations focused, with a strong understanding of all departments that are contained and feed manufacturing. I have successfully managed key portions of programs that introduced new products from customer request through design and into production, led task teams in variety of process improvement and implementation activities, and managed complex manufacturing outsourcing and internal manufacturing efforts.
Program Manager
About Me
Industry: |
Management & Business |
|---|---|
Occupation: |
Program Manager |
Highlights: |
Achieved performance bonus for years 2002-2006 |
Ideal Companies: |
Small to Medium Sized companies that are OEM manufacturing based., *Toro, *Polaris, *Bombardier, *John Deere |
Education level: |
Bachelor |
Will Relocate: |
Yes |
Location: |
Marietta, GA |
Major Responsibilities
1: Led Manufacturing Project Management efforts for a high complexity integrated electronics system.
1: Established and implemented key suppliers for prototype and production activities.
2: Managed initial prototype builds to achieve $1.8M under budget and 3 months ahead of schedule.
Work Experiences
9/2001 - 6/2007
General Dynamics
Manager
- Led manufacturing implementation of a new concept Electronics Hardware production build which accounted for $30M of annual revenue containing materials, overhead, subcontract labor and internal labor. Efforts directed included planning and implementation of manufacturing logistics, processes, and critical supply chain for a high complexity electronics hardware production implementation, along with design finalization, implementation, specification, and deployment of a customized MES (Manufacturing Execution System) installed at multiple sites that concentrated on component genealogy and yield trending. The manufacturing implementation was performed as a partnership with our primary customer which required strong and continuous customer communication and negotiation.
•Developed and negotiated cost and schedule proposals per customer specified requirements; resulted in requirements modifications and contract solidifications.
•Developed detailed Work Breakout Structures (WBS) for solidified contracts; resulted in detailed planning of activities under contract.
•Initiated and directed make-buy analysis team to implement a supplier base for all critical custom product builds (Modules, PWB’s, Mother Boards, Connectors); resulted in a strategic critical supplier base that met production capacity requirements while being $1.8M under initial year budget for Non-Recurring and Recurring material costs.
•Managed critical suppliers during initial prototype builds; resulted in a concise and documented yield baseline, along with communication and supplier ownership of yield increase goals.
•Implemented labor teams to address all planned work; resulted in org chart to address project deliverables.
•Directed DFM (Design for Manufacturability) efforts for initial product design; resulted in an initial design that was manufacturable at multiple assembly facilities.
•Managed planned work and cost through daily and weekly team updates, along with formal monthly cost analysis; resulted in schedule and cost meeting or exceeding baseline.
•Managed executive and customer formal communications by delivering monthly PowerPoint presentations; resulted in strong cross functional communications to prevent and mitigate cost, schedule, and technical issues.
•Managed contract scope change through re-proposals, re-negotiations, and re-planning; resulted in avoidance of scope creep to maintain cost and schedule baseline.
•Met or exceeded annual milestones for 2002 through 2006; received Star Awards and Business Achievement Awards in the form of cash bonus compensation.
10/1998 - 5/2001
ADC
Individual Contributor
- Accountable for operational costs and outsource performance of Homeworx Products. Directed task teams consisting of operations and external customer representatives, along with technical feedback to Design Teams for manufacturability. Responsible for project timelines of nine month typical cycle, performance measurables, and cost reduction quotas.
•Manufacturing Project Leader for CASD outsource team; implemented new product build at electronic assembly subcontractor to a monthly build rate of $5M within aggressive nine month schedule.
6/1997 - 10/1998
Bergquist Company
Manager
- Directed Manufacturing Engineering Department for Sil-Pad Division, which consisted of four Engineers and four Technicians. Responsible for projects schedules of ranging from one to 12 months, performance measurables to monitor plant profitability, established policies, standards, process methods, departmental goals, cost reductions, and budget creation. Key member of the Management Team that guided all operations issues.
•Team project leader to establish and review business measurables; beat goal of reducing product backlog by $750K within a three month period and $25K team budget.
3/1995 - 6/1997
Milt Westlund Associates
Individual Contributor
- Responsible for accounts in territory covering five state Midwest region direct sales. Established alliances with electronics manufacturer suppliers and manufacturers to sell electronics capital and distribution goods that accounted for $900K to $1.2M in annual sales revenue. Formed partnerships with key principals to add expansion product lines.
•Increased face to face communications with key distributors, customers, and principals; averaged 113% of annual sales quota for 1995 and 1996.
10/1991 - 3/1995
EMD Associates
Individual Contributor
- Guided manufacturing projects for a key customer that accounted for 20% of annual sales growth. Indicated, organized and directed projects in correlation to operations and sales to ensure customer satisfaction and operation capacity.
•Directed project to increase product line capacity while maintaining overhead to sales ratio; beat product line capacity goal by eight percent while maintaining budget of $750K and six month schedule.
8/1989 - 10/1991
Eaton
Individual Contributor
- Responsible for Manufacturing Engineering projects for electronics assembly operation. Directed staff of two technicians to support the facility, processes, and implement control methods.
•Directed project to increase appliance control product ICT (In-Circuit-Test) and FT (Functional Test) yields; achieved 15% ICT yield increase and five percent FT increase within six month schedule.
5/1988 - 8/1989
