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Network Power<100 people
Roles
💸60%
Marketing
✨60%
Business Owner
🧨60%
Consulting
Geos
🇺🇸40%
United States
Work Background
Sherex Fastening SolutionsVice President
Sep. 2013United States
Moog Inc.Supply Chain Manager, Military NPI
Nov. 2011 - Sep. 2013East Aurora, NY- Responsible to assure sourcing strategies are executed within program team
- Participate in the sourcing and selection process for supplier IP items
- Draft special business provisions with suppliers
- Work with commodity managers to negotiate special business provisions with suppliers
- Materials manager for development and qualification build
- Achievement of program DTC/STC goals
- Imbedded with engineering IPT and key engineers to assure the final design is aligned with target
- Assure development change activity, is flowed to suppliers
- Help with design trades and coordinate related quotations
-Interface with internal and external customers and subbcontractors.
-Evaluate proposals in support of source selection
-Support identification of risk mitigation plans
-Assure Subcontracts are administered in accordance with FAR,DFAR, ITAR and program flow downs
Moog Inc.Sr. Supply Chain Specialist
May. 2010 - Nov. 2011Primary responsibilities include:
-Supplier development that involves new supplier evaluation, existing supplier management, and resolving sourcing issues -Sensor commodity Lead (LVDTs, resolvers, transducers, solenoids, flame arrestors, and temperature & pressure switches) that covers the market pricing, market make up, trends in the market, and alternative markets or technologies -Establish Long Term Agreements (LTAs) or pricing agreements that meet the company & aircraft program objectives with regard to cost control and guaranteed supply
Harmac Medical Products, Inc.Supply Chain Manager
Oct. 2003 - Oct. 2010As the Supply Chain Manager I direct the business relationship between supply chain partners inclusive of customers and suppliers. In fulfilling the responsibilities of this position I develop and execute initiatives that reduce cycle times, operating costs and increase supply chain velocity. I act as subject matter expert for Regulatory Compliance, ISO compliance, and Customer Audits.
Wentworth LaboratoriesProduction Manager
Jan. 2002 - Dec. 2003Managed a staff of 25 in a multi-department, multi-shift operation encompassing all manufacturing of Vertical Probe cards. Had the additional responsibility of direct supervision for machine shop personnel. Oversee operations, which include Machining centers, Micro-drill centers, assembly, and test.
JDS UniphaseWafer Fab Production Manager
Jan. 2001 - Dec. 2002Managed staff of 25 in two, multi-shift cleanrooms responsible for the fabrication of opto-electric modulators. Operations utilized thin-films, lithography, and plating techniques.
•Reduced lead-time for wafer deliveries from 40 hours to 8 hours by creating a multi-product KANBAN system for production products.
•Improved R&D and Process development deliveries by 80%; by improving communication with engineering groups, planning wafer starts, standard work instructions, and standard process flows. •Implemented World Class manufacturing initiatives through Six Sigma projects, Balanced Scorecard activities, and Lean manufacturing events as a participant and facilitator.
•Benchmarked a manufacturing execution system that integrated into the existing Oracle based ERP system. This included site visits, process mapping and development of justification matrix, and implementation project plan.
Research Electro-OpticsCell Manager
Oct. 1998 - Oct. 2001Managed 35 engineers, supervisors, and technicians responsible for the coating and fabrication of high volume optical components.
•Responsible for the on time and at budget, design, build-out, and start-up of a new facility to support Telecom production. •Duplicated cellular manufacturing techniques resulting in a one-day transition to a new facility and less than three-week qualification of that new facility. Shipped $1MM in the first quarter of operation.
•Started a “fast-track” training program to support new facility. Trained 10 new technicians to “Tech 1” status every 4 weeks. Reduced standard training time from 16 weeks to 4 weeks. Fabrication Technician Supervisor
•Increased production by 300%, reduced cycle time by 80%, and reduced Work-in-process by 50% by designing and using cellular manufacturing production cell to support high volume optics manufacturing. Optical Process Engineer
•Responsible for evaluating, purchasing, and qualifying new process equipment, which increased throughput in dicing operation by 200%, reduced set-up time, and improved process capability. Also incorporated a PM schedule to reduce downtime.
SVG Lithography- (now ASML)Project Engineer
Jan. 1996 - Dec. 1998•Resolved optical and mechanical engineering issues resulting in rework reduction of 35%
•Involved in the development of a database that reduced cycle time for product release from 4 days to .5 days
•Controlled material process flow and prioritized production requirements, reducing stock-out conditions by 50%.
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