Attended many Corporate Leadership courses including Change Management, Leading
Excellence at Delta, Coaching and Counseling, Managing Total Quality, Positive Employee Relations, Drugs in the Workplace, Workplace Culture, etc.
07/2015 to 01/2017
Group LeaderQPS Wabtec Corporation － Wilmerding, PA
Responsible for assisting 21 different Business Units in adoption of Lean Principles.
Instruct various levels of management and front line personnel on understanding and implementing Lean methodologies and tools.
Increased plant efficiency and reduced costs at Wabtec South Africa by implementing improved work flow with many of the work cells through Value Stream Mapping and subsequent Kaizen activities.
On track to save over $3 million over the next 5 years.
Working to also control inventory through implementation of a pull system.
10/2013 to 07/2015
Sr. Project ManagerUPMC Health Plan － Pittsburgh, PA
Led several process improvement projects and initiatives within the Division of Health Economics and the UPMC Health Plan that increased the capacity of work within the department.
07/2012 to 05/2013
Business Process ConsultantUPMC Health Plan － Pittsburgh, PA
Led business process improvement projects and initiatives within the Division of Health Economics and the UPMC Health Plan using Lean methodologies.
Implemented an electronic filing cabinet for storage and retrieval of documents within the Division of Health Economics.
The system is being expanded in Phase two for use by all lines of business within the Health Plan with system testing currently under way.
Improved the flow of data analyses by implementing a system of checklists and review processes.
06/2011 to 06/2012
DirectorPatient and Family Centered Care Facility Design, Magee-Womens Hospital of UPMC － Pittsburgh, PA
Participated in the planning phase of the hospital expansion to add 2 additional 24 bed units (completed in March 2012).
Primary responsibility was to facilitate planning meetings with clinical staff and the architectural firm to evaluate the layout of the new space to ensure that the Patient and Family Centered Care methodology was being followed and implemented.
While on loan to the Facilities and Engineering department, directed and managed a nine month long energy savings project that replaced all lighting with high efficiency lighting.
Worked directly with an outside contractor to coordinate light and ballast replacement for the entire interior and exterior of the hospital.
All patient rooms were retrofit within the first 30 days without impacting any of the patients or availability of the patient rooms.
Projected annual energy savings is $200,000 on a $1.2 million project (partially grant funded).
07/2005 to 06/2012
DirectorInnovation Center, Magee-Womens Hospital of UPMC － Pittsburgh, PA
Responsible for the start-up of the new department (new job descriptions, hiring of staff, departmental budget and departmental polices).
The Innovation Center was established within Magee-Womens Hospital of UPMC and is used as a resource for the entire UPMC Hospital System (20 Hospitals) to assist with the expansion and adoption of the Patient and Family Centered Care Methodology and Practice (PFCC M/P) which is a spin-off of Lean principles.
It was one of the first applied research centers that focused on merging the art and science of performance and produced results in the delivery of exceptional care experiences, quality, safety and clinical outcomes, as well as improved efficiencies.
Researched innovative ways to improve processes and process flows using Value Stream Mapping.
One example is the researching, purchasing, and the installation of a Real Time Location System (RTLS).
This tracking system was used to determine staff and patient interactions in a 30 bed Orthopaedic Unit and resulted in streamlining the work flow of the staff and increased the patients' care experience.
Using the data collected, it was determined that most patients get only about 2-3 hours of uninterrupted sleep during the night for various reasons (must take vital signs, time for medications, etc.).
Staff made adjustments by reviewing all tasks that needed to be accomplished and consolidated tasks where possible giving the patient more uninterrupted sleep during nighttime hours.
This resulted with the patients getting 4-5 hours of uninterrupted sleep versus 2-3 hours.
Subsequently, 2 additional 24 bed units (A Geriatrics and Medical Surgical units) had this same tracking systems installed but are using this system in a very different application due to the accuracy of locating patients or staff.
The tracking system will immediately notify the nursing staff of those patients that may have a tendency to "wander" off these units.
These units are more prone to this type of patient since they handle Alzheimer's patients, patients with mild mental challenges and generally an elder patient population.
Implemented a Digital Video System (DVR) from the Security Industry in 2 Operating Rooms and 2 In-patient rooms to monitor staff/patient interactions and also monitor work flow and efficiencies.
Milestone times were established using data from the systems in the Operating Rooms and have been used for comparison and evaluation for improvements.
In the In-Patient rooms, video recordings of patients' experiences post-operatively after total joint replacement (TJR) surgery provided insight into the recovery and hospital care experiences as seen through patients' eyes (the number and type of staff-patient contacts, frequency of care giver hand hygiene and total time of direct patient care from the nursing staff).
Facilitated cross functional clinical project teams to assist in the learning and understanding of the PFCC M/P and to provide guidance to the team to ultimately improve patient satisfaction, safety, processes and clinical outcomes while reducing costs and waste.
Since 2006 there have been over 35 Working Groups formed with numerous Project Teams working under each Working Group.
07/2005 to 07/2006
Deputy ManagerBombardier Transportation － Atlanta, GA
Managed the operation and maintenance of the Automated People Mover (APM) System at Atlanta Hartsfield Jackson International Airport through a contractual agreement with the City of Atlanta.
This was accomplished by managing a multi-disciplinary team of almost 100 personnel that included Technicians, Engineers and Shift Supervisors.
Developed and improved safety procedures and policies through the development and implementation of a Safety Committee.
Weekly meetings were held to discuss and propose safety policies to make the Atlanta site a safer place to work.
The Safety Committee also reviewed incidents involving APM system downtime and irregular operations to ensure all safety practices were being followed and also made recommendations to improve safety during these situations.
Many safety procedures were modified as a result of this Committee enhancing overall employee safety and achieved 275 days with no employee injuries.
Revised and updated routine job cards with step by step instructions and added a signature for the work performed.
This increased efficiency and flow of work and added accountability as to who actually performed the work.
Implemented a visual flow chart for maintenance visits being performed so all staff could visually see whether the maintenance schedule was on track and allowed the Supervisors to see where to focus their resources if not on track.
Through this visual flow chart and the updated job cards the 7 day maintenance visits were reduced to 5 days and also permitted contractual obligations to be met without penalties.
Introduced bi-monthly supervisor staff meetings and monthly employee status meetings to improve workplace knowledge and morale for all employees.
Reorganized the staff work schedules to provide more weekends off without compromising the operation and contractual obligations.
The City of Atlanta presented the Atlanta Bombardier Transportation site with an award for moving over one million passengers through the airport during the Thanksgiving holiday in 2005 (4 day period) and also recognized a perfect operating record (no irregular operations) during the same period.
08/2000 to 06/2005
ManagerDelta Air Lines － Atlanta, GA
Managed a commercial aircraft maintenance operation with a team of 300 personnel consisting of Aviation Maintenance Technicians (AMT's), Lead AMT's and Supervisors.
Responsible for the completion of Heavy Maintenance Visits on B-737, B-757 and B-767 aircraft.
Developed the departmental Capital and Operating Plans and managed an annual budget of $42 million.
Obtained Green Belt certification through Six Sigma and was actively involved with teaching and implementing Lean processes (5S, Kaizen, etc.).
Led of a cross-functional group that was responsible for recommending modifications to the maintenance program for improving reliability on the B-737 and B-767 aircraft fleets with the B-767 maintenance reliability being raised to the highest of all fleets and stayed at the top for over 2 years.
Promoted safety and maintained compliance with all FAA, OSHA and EPA Regulations.
Achieved zero non-complaint regulatory issues as a result of inspections from the FAA, OSHA, EPA and local Fire Department over a 3 year period.
My team was awarded the highest number of FAA Diamond Awards within the aircraft maintenance department (approximately 1500 employees) for recognizing aviation training and safety by providing various training programs for employees.
Successfully initiated a safety plan to reduce the risk of On the Job Injuries (OJI's) through a fall restraint program.
Led a cross-functional cost reduction team with reductions totaling 2 million dollars over a 6 month period through a review of obsolete and low use materials in stock.
09/1996 to 08/2000
General ForemanDelta Air lines － Atlanta, GA
Managed a staff of approximately 310 personnel consisting of Aircraft Painters, Maintenance Utility Employees, and Shift Supervisors responsible for the painting and cleaning programs on a fleet of 590 aircraft.
Reduced the number of scheduled days to repaint an aircraft by an average of 3 days through implementing process improvements through a team of front line employees and Supervisors after an extensive review of the entire repainting process.
This effort also reduced the cost of each aircraft repaint visit by 20% and virtually eliminated overtime which had been used extensively in order to stay on schedule.
Interacted with many different government agencies including the FAA, EPA, EPD and OSHA concerning the regulations governing the painting of commercial aircraft.
Developed a new generation of aircraft paint (high solids) in partnership with our paint vendor through input, feedback and testing on the aircraft.
Working with our chemical suppliers, developed a new commercial aircraft paint stripper that was compliant with new government regulations concerning hazardous air pollutants (HAP's).
Worked with our Technical Sales department in developing contracts for in-sourcing and out-sourcing commercial aircraft painting.
As a result, while I was in this position, we in-sourced and repainted 10 (non-Delta) aircraft at a profit.
Actively interacted with different vendors on product improvements and cost control.
Worked closely with Human Resources on personnel issues that are sometimes inherent with entry level positions.
11/1993 to 09/1996
General ForemanDelta Air Lines － Atlanta, GA
Lead a group of 150 Aviation Maintenance Technicians (AMT's), Lead AMT's and Shift Supervisors who were responsible for completing Heavy Maintenance Visits on B-737 and
B-757 aircraft (18 - 24 day visits).
Reduced the B-737 Heavy Maintenance Visits from 24 to 21 days through a work process review and developed a flow chart to target milestone tasks in order to help keep the maintenance visits on schedule.
Developed the Operating Plan and managing an annual budget of $12 million.
Promoted safety and maintained compliance with all FAA, OSHA and EPA Regulations.
07/1992 to 11/1993
ForemanDelta Air Lines － Atlanta, GA
Led a shift of 50 AMT's and 7 Lead AMT's responsible for completing Heavy Maintenance Visits on a fleet of commercial aircraft.
08/1991 to 07/1992
Technical AnalystDelta Air Lines － Atlanta, GA
Primary responsibility was the troubleshooting any chronic in-flight aircraft issues and implementing a plan to resolve these issues by coordinating with Engineering and other Technical Operations resources.
03/1991 to 08/1991
Training InstructorDelta Air Lines － Atlanta, GA
Developed and instructed an Aircraft Systems Familiarization course for B-767 aircraft targeted for hangar Aviation Maintenance Technicians (AMT's).
04/1987 to 03/1991
Lead MechanicDelta Air Lines － Atlanta, GA
Supervised a crew of 15 AMT's working in the hangar aircraft maintenance department.
06/1982 to 04/1987
MechanicDelta Air Lines － Atlanta, GA
Performed various levels of maintenance on a fleet of commercial aircraft.
12/1979 to 06/1982
Jr. MechanicDelta Air Lines － Atlanta, GA
Performed maintenance on a fleet of commercial aircraft.
Education and Training
Bachelor of Science: Professional Aeronautics Business AdministrationEmbry-Riddle Aeronautical University － Atlanta, GAProfessional Aeronautics Business Administration
Associate Degree: Applied Aviation TechnologyPittsburgh Institute of Aeronautics － Mifflin, PAApplied Aviation Technology
Green Belt Certification - Six Sigma
Activities and Honors
FAA Private Pilot License
*FAA Airframe and Power Plant (A&P) License
Habitat for Humanity Builds (3 years in a row)
American Cancer Society - Relay for Life Organizer (2 years)
Member of the Aircraft Owners and Pilots Association (AOPA)
County Recreational Association - Organized and coached youth Track and Field (ages 4-18)
APM, art, budget planning, budget, bi, business process improvement, Change Management, Coaching, contracts, cost control, cost reduction, Counseling, customer service, delivery, Digital Video, Economics, Employee Relations, filing, focus, functional, Geriatrics, government, government regulations, hiring, Human Resources, Innovation, inventory, layout, Leadership, lighting, maintenance schedule, management skills, Managing, materials, meetings, next 5, nursing, organizational skills, painting, paint, direct patient, personnel, policies, presentation skills, processes, improve processes, process improvement, profit, purchasing, Quality, Real Time, researching, research, Safety, Six Sigma, supervisor, surgery, teaching, team player, Technical Sales, training programs, Transportation, troubleshooting, type, video, take vital signs