A senior executive leader with over 25 years experience who has successfully integrated people, processes, technologies, products, and organizations, resulting in outstanding bottom line performance. A proven record in leading strategic planning process and growing and managing the business both domestically and internationally.

AlliedSignal Corporation 1979 to 1996

A $13 billion diversified manufacturer of aerospace, automotive components, and specialty materials.

AlliedSignal Engines Phoenix, Arizona

A $2.0 billion aerospace corporation that is a leading worldwide producer of small gas turbine engines and auxiliary power units.

Director, Business Aviation Programs 1995 to 1996

Responsible for financial performance and all aspects of customer satisfaction for propulsion engine products at leading business aviation aircraft manufacturers. Directed cross-functional organization in technical program development, new product marketing, delivery performance, field engineering, and aftermarket support. Led development of new business opportunities including internal financial approvals and negotiation of final agreements with customer senior management.

• Established a strategic business plan that significantly exceeded average operating margins.
• Developed strategies to satisfy customer's need to extend product life by three to five years.
• Led product engineering and marketing team to satisfy customer's requirement for new mid-size jet.
• Developed aftermarket support package in conjunction with customer and field support organization.
• Routinely interfaced with customer presidents and senior staff to set direction.

Established strategic direction for four major business enterprises. Determined globalization strategies as well as new business development and growth opportunities including the identification and implementation of alliances, joint ventures, and acquisitions.

• Headed up the acquisition process and integration plan for Textron Lycoming in 1994, resulting in $450 million in increased revenues, and consolidation savings of $60 million per year.
• Developed globalization strategies that included establishing joint ventures and partnerships with key firms in Japan, China, India, Korea, CIS, and Western and Eastern Europe.
• Established strategic direction and business plans that contributed to nearly a three-fold increase in profits.
• Created a strategic plan for core businesses that met corporate objectives of 8% annual sales growth, 6% annual cost productivity and improved market share.
• Spearheaded a new business development process - positioning the company to achieve $300 million (over the next three years) in engine revenues derived form new or modified markets and/or products.

Directed over 500 personnel in the Manufacturing Engineering, Industrial Engineering, and Quality Engineering functions in support of divisional operations for a $1.1 billion business. Planned, organized, and budgeted people and resources totaling over $50 million annually. In addition, served as manufacturing Executive sponsor for Integrated Product Development(IPD) activities.

• Successfully restructured/downsized department and integrated Quality Engineering function. Replaced several key managers and reduced supervision by 66% and overall headcount by 48%.
• Enhanced linkages between Manufacturing Engineering, the shop floor, and Engineering that resulted in a 40% reduction in a new engine product development time.
• Reduced tooling expenditures by 32% and tooling inventories by 70%
• Reduced inventories by over 40%.
• Reduced leadtime and scrap by more than 25%.
• Utilized stereolithography technology to reduce leadtimes by 70% and costs by 40%.

Directed the operations of three departments: 1) Factory Planning and Automation, 2) Production Control and Manufacturing Systems, and 3) Manufacturing Cost Engineering.

• Spearheaded the development and implementation of an integrated strategic plan for Manufacturing Operations modernization. This plan included detailed actions for achieving manufacturing cells, cycle time and inventory reductions, supplier rationalization, as well as integrated product development.
• Implemented a comprehensive shop floor network information and scheduling system that reduced queue times by 25%.
• Sponsored shop floor optimization projects resulting in $3 million annual savings.
• Reduced costs on new engine program by 10% using state-of-the-art design to cost tools.

Managed department responsible for inventory control, manufacturing and production scheduling systems, and placement and coordination of inter-divisional orders of more than $80 million a year.

• Successfully led inventory reduction program resulting in a $54-million drop in inventory in 1987.

Industrial Manufacturing Engineering

Managed department of 50 people responsible for advanced manufacturing systems development and automation.

Manager, Facilities Planning, Industrial Engineering 1980-1984

Led factory planning organization responsible for modernization and capacity growth design, development, and implementation.

Project Leader, Operational Planning 1979-1980

Developed simulation models and performed trade-off studies in support of factory modernization.
 
 

Assigned by the President to enhance Customer Satisfaction 1991-1992

Coordinated system and process improvements across the manufacturing and customer support divisions. Directed working groups in significantly improving spare parts forecasting, procurement, and delivery.

• Reduced the past due of critical spare parts by over 90%

Manufacturing Committee

Designed, organized, and chaired a corporate-wide group of senior managers from Engineering, Operations, Finance, and Human Resources to facilitate enterprise-wide integration of systems, processes, and standards both within and across Garrett divisions.

Wright-Patterson AFB, Dayton, Ohio 1971-1979

Senior Engineer - Conducted computer simulation modeling research, design, and development, in support of multi-faceted man-machine systems analyses.

Ph.D., Industrial and Systems Engineering, Ohio State University, 1979

M.S., Computer and Information Science, Ohio State University, 1974.

B.S., Computer Science, University of Dayton, 1970.

• Thunderbird Graduate School of Int'l Management - Management Issues in a Global Environment (2 weeks)
• Mahler Executive Leadership Development (4 weeks)
• Total Quality Leadership I & II/Total Quality Speed

• Ohio State University - Distinguished Alumni Award, 1995
• Institute of Industrial Engineers - Fellow Award, 1994
• University of Dayton - Special Achievement Alumni Award, 1994
• National Academy of Engineering (elected 1993)
• Patricia Kayes Glass Award (Outstanding Woman Scientist of the Year in Air Force Systems Command)

• National Academy of Engineering (elected 1993), serve on Fourth Decade Committee
• President, Institute of Industrial Engineers (IIE) (1995-1996)
• Council of Industrial Engineers - senior industry executives from major corporations networking ideas, trends, and technologies in contemporary management (1992-present)
• American Graduate School of International Management (Thunderbird) - Advisory Board for Management of Technology Program

 
        Last Updated: 19/5/2000