Operations Experience

My role as Director of Operations Development spanned many areas of operations. Creating a new group, and introducing a Project Management approach, we support the research of new products, and then take on the task of scaling those new products up to full production.

We form a cross-functional, multi-location team that includes Business Management, Logistics, Engineering, Quality, Human Resources and Manufacturing people both at the plant and national levels. We identify and then schedule all required tasks, from establishing skills and training plans to conducting shelf-life testing. And finally we manage those tasks to completion, on time and on budget. While we understand and support the construction process, we focus on the “non-engineering” things that are so often missed when a new process is built.

I began my operations experience in the early 80's, qualifying as “Officer of the Deck” (OOD) on nuclear submarines. The OOD is the person you see in the movies saying, “make your depth 300 feet” or “make your course 270.” The full role is more like a shift operations manager, with full responsibility for the health and welfare of the entire ship, with about one third of a 150-person crew reporting to him. He is in charge of communications, “manufacturing,” logistics, navigation and safety. In the event of a casualty like fire or flooding, he is the first to respond.

Of the several people qualified as OOD, my decision-making and ship-handling skills were most respected. I was selected as the “maneuvering watch” OOD, who controls the ship going into and out of port. This is when navigation and ship handling are most critical.

Influenced by my time onboard ship, when I have had maintenance or engineering roles, I use a holistic approach. Our role was always to build production capacity, quality and capability. We involved operators in design and construction, and trained operators in operations. We trained production managers in the benefits of preventive maintenance. By improving maintenance reliability, we created production capacity. By making literally hundreds of process improvements, we improved quality, cost and capacity.

Home t

Feedback

Home Leadership and Management Experience Project Management Professional Operations Experience Maintenance Experience Engineering Experience Computer/Technology Summary Packaging Experience Military Experience Printable Resume	Operations Experience
	My role as Director of Operations Development spanned many areas of operations. Creating a new group, and introducing a Project Management approach, we support the research of new products, and then take on the task of scaling those new products up to full production. We form a cross-functional, multi-location team that includes Business Management, Logistics, Engineering, Quality, Human Resources and Manufacturing people both at the plant and national levels. We identify and then schedule all required tasks, from establishing skills and training plans to conducting shelf-life testing. And finally we manage those tasks to completion, on time and on budget. While we understand and support the construction process, we focus on the “non-engineering” things that are so often missed when a new process is built. I began my operations experience in the early 80's, qualifying as “Officer of the Deck” (OOD) on nuclear submarines. The OOD is the person you see in the movies saying, “make your depth 300 feet” or “make your course 270.” The full role is more like a shift operations manager, with full responsibility for the health and welfare of the entire ship, with about one third of a 150-person crew reporting to him. He is in charge of communications, “manufacturing,” logistics, navigation and safety. In the event of a casualty like fire or flooding, he is the first to respond. Of the several people qualified as OOD, my decision-making and ship-handling skills were most respected. I was selected as the “maneuvering watch” OOD, who controls the ship going into and out of port. This is when navigation and ship handling are most critical. Influenced by my time onboard ship, when I have had maintenance or engineering roles, I use a holistic approach. Our role was always to build production capacity, quality and capability. We involved operators in design and construction, and trained operators in operations. We trained production managers in the benefits of preventive maintenance. By improving maintenance reliability, we created production capacity. By making literally hundreds of process improvements, we improved quality, cost and capacity. Home t Feedback