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Timothy A. C.
N W, Pleasant View,
UT ▪ Res: / Cell:
Vice President of Operations
Innovative, highly motivated
executive with + years’ experience in operations, manufacturing,
production, engineering, and logistics within aerospace and defense
industries. Extensive background in general management, leadership,
program management, value transformation, Lean Manufacturing, Six Sigma
DMAIC & DFSS, Toyota Production System TPS, Total Productive
Maintenance TPM, Statistical Process Controls, mission assurance,
performance measurement, security, risk management, and information
systems and technology development. Resourceful problem solver with
proven ability to conceptualize solutions to challenging technical problems
and implement costeffective initiatives. Visionary, strategic, and
conceptual thinker able to generate new ideas and initiate change. Effective
communicator with strong teambuilding skills and ability to motivate
and coordinate crossfunctional groups to accomplish objectives and
meet critical deadlines in a fastpaced, highgrowth, and diverse environment.
Secret US security clearance Eligible for Top Secret SCI.
Toyota Production System
Lean Manufacturing & Six
Profit and Loss P&L
Strategic Planning & Budgeting
Turnaround & Strategic
Program Management & EVM
Collective Bargaining Units
Quality & Mission Assurance
ERP & MRP Deployment Experience
Business Capture Process
ATK Alliant Techsystems,
A Premier Aerospace and Defense Company, Brigham City,
UT – Present
Senior Director, Operations
Deputy to Vice President of Test and
Research Operations and Advanced Systems Programs. Direct + personnel
within aerospace company in operations, manufacture, production, and
test of NASA, commercial, defense, space, and advanced aerospace systems.
Responsible for organization P&L, business, finance, capital, and
business proposals for contracted technology, IRAD, and resources required
to successfully execute business lanes, + programs, totaling $M+
across an infrastructure of + research, manufacturing and production
buildings, and three geographical campuses.
Led business strategic planning
process for business group information systems. Categorized groups into
vertical, horizontal, and operational excellence categories then identified
“Top ” initiatives to be worked in order to achieve business strategic
plans. The initiative led to a consolidation of resources, elimination
of unaligned program efforts with a total reinvestment of $,M in
key resources to “Top “ business performance and growth needs.
Successfully instituted Toyota
Production Systems and Lean Manufacturing principles into organizational
manufacturing processes. Achieved outstanding results that improved
production, increased teamwork, and led to a % increase in organizational
performance, % increase in contract earnings, obtained $M in recurring
savings and efficiencies, and achievement of lowest labor rates of the
Increased employee moral and
trust in management through better communication techniques, leadership
in new Kaizen events, visual workplace, case studies, and team building
exercises, and concurrent engineering processes bringing about a growing
willingness to be part of a one company team and a strong improvement
in safety. The number of recordable accidents decreased by % and productivity
increased by %.
controls such as daily production startups, S housekeeping, visual
controls, manufacturing cells, Kan Ban inventory controls, SMED, and
Theory of Constraints. % of the organization attained Gold status
and % Platinum status, achieved a % reduction in WIP, and reduced
indirect labor costs by %.
Implemented ISO and AS
mission assurance systems through the use of value stream mapping, corrective
actions, inprocess audits, supply chain quality development, and higher
standards on production processes, resulting in a % reduction of quality
escapes and rework.
Deployed new Product Lifecycle
Management PLM system and enterprise resource planning ERP systems.
The system's portfolio, integration, controls, and interface and corresponding
ERP systems significantly improved business group performance % and
insight into operations by %.
Instituted new concepts in
realtime inventory management. Led the deployment new information technology
enterprise system solutions used to manage $M+ in energetic material
assets. Alleviated unnecessary inventory and material purchases resulting
in % annual recurring savings.
United States Strategic
Command, Omaha, NE –
Senior Staff Manager, Headquarters
Directed staff in strategic
planning and information operations center. Participated as principal
advisor in development of global strategies, programs, capabilities,
planning, systems, and integration relating to seabased missions in
addition to nuclear weapons physical security and force protection policies.
Assessed and developed program
strategic road maps and DoD acquisition funding plans for critical infrastructures
and enterprise systems within the Navy and Air Force. Combined value
of services’ program was valued at $B over the sixyear defense plan.
Prepared strategic plan and
operational assessment, resulting in development of a new weapons program.
Identified requirements, designs, and critical industrial infrastructure
changes needed to support program. Program reduced and reinvigorated
an aging industrial infrastructure. Total savings and reinvestment opportunity
is projected to be $.B annually over years.
Analyzed, identified, and
implemented innovative concepts in operational testing design, producing
$M ROI and a % reduction in DoD risk.
Participated as council member
for multiple study groups tasked with assessing the adequacy and safety
of weapons system programs. Eliminated and reduced programs reinvesting
$.B through five years within three government agencies and three
Routinely advocated and briefed
executives, senior members, and congressional staffers on proposed solution
sets and funding requirements securing funding for multiple million
Facility, Atlantic, Kings Bay, GA –
Directed longrange planning,
resource allocation, and daytoday operations for major production
facility encompassing , employees with an annual operating budget
of $M. Established manufacturing procedures for production. Oversaw
design, production, and procurement of weapons and ammunition. Maintained
highquality control and inspection standards across production activities.
Directed deployment of facilities to ensure economical and efficient
manufacturing. Ensured continued understanding and deployment of new
and improved manufacturing methods. Ensured safe, secure handling of
more than , pieces of missile explosive ordnance up to , pounds
in explosive weight on a continual basis with no incidents and pristine
Introduced Lean Manufacturing,
Sixsigma, and Continuous Improvement principles into DoD processes.
Achieved outstanding results that improved production by %, increased
teamwork, and led to substantial recurring cost savings of $K annually
for DoD and supporting contractors. Integrated contractor ISO quality
control standards into DoD quality processes.
Turned around organization
via cultural change and clear expectations/performance measurement initiatives.
Implemented improved planning, reviews, training, and audits. Resulted
in % decrease in planning delays, % reduction in overtime pay, and
% reduction in process errors. Facility received the Secretary of
the Navy award recognition.
Maintained strict quality
control, configuration management, and inspection regimens over all
weapons production operations resulting in zero escapes outside of the
Instituted JustinTime delivery
concepts in weapons, equipment, and components, ensuring program success.
Justintime concepts alleviated $M in facility infrastructure costs
and inventory management.
Implemented Six Sigma DMAIC
type project management systems continually resulting in year over year
cost savings of % annually.
Facility, Atlantic, Kings Bay, GA –
and supervised nuclear weapons physical security, force protection,
and operational security programs of a naval shore activity. Managed
$M in annual contracts. Provided direction and guidance to personnel
on physical security policies, procedures, and practices. Coordinated
security exercises and inspections to ensure consistency in doctrine
and tactics. Developed strategy to expand Navy security forces to meet
new evolving threats post / and risk management strategies to eliminate
Directed and managed implementation
of $M Navy physical security program utilized to protect national
submarine assets after risk assessment and budget review. Increased
security forces fold, added security equipment and systems, established
contracts, and secured military construction projects valued at $M.
training, and policies to support a fold increase in manpower growth.
Managed startup of new stateoftheart
Navy security program, overcoming numerous obstacles and continually
securing toplevel executive support.
Evaluated and selected new
enterprise information systems and technologies used to provide command
and control and communications of geographically dispersed assets. Systems
were interlinked with command structures, forces, and mobile assets
and covered a square mile area of operations.
Reduction Agency, Albuquerque, NM –
Senior Manager, Logistics
Directed global logistics
operations, support, plans, and policies for joint DoD agency weapons
programs and equipment. Directed $M complex weapons upgrade program.
Streamlined global service operations, identified methods to achieve
top performance, and eliminated waste. Served as liaison, instructor,
and organization briefer to DoD, DOE, and intelligence community regarding
weapons program logistic matters.
Formulated and directed operating
strategy focused on customer and product lines, improving customer relations,
and retention. Strengthened customer relations through personable selling
at senior levels.
Deployed enterprise systems
to multiple global organizations used to streamline and consolidate
engineering, production, logistic, and configuration management operations.
Received $M in funding and improved productivity organizational performance
Spearheaded DoD program to
deploy an enterprise system used to manage materiel, maintenance, and
logistics across the globe. Collaboratively developed and fielded leadingedge
concepts that converged disparate systems into a single enterprise architecture.
Programs, Program Management Office,
Sunnyvale, CA –
Manager, Program / Project Manager
Managed foreign and domestic
Department of Defense programs and activities of allied countries, national
agencies, military services, and field activities. Monitored planning,
projects, and progress reports. Deployed special training in use of
new equipment and improved methods. Aided operational units in various
phases of readiness. Advised system commands of needs of field services
and operational units. Clearing house for questions regarding doctrine,
plans and policies. Developed and proposed fiscal allocations.
Developed and instituted new
system, procedures, and processes in six months. $ million dollar program
executed on time and % under budget. Received personal recognition
for success of program.
Implemented Lean Enterprise
systems and Continuous Improvement approaches into program management
activities resulting in % improvement in program execution and products
Led team of experts to streamline
weapons configuration management processes. Webbased software system
implemented in months ahead of schedule and % under budget. Total
cost savings $K.
Saved $M annually in test
facilities, personnel, shipments, and equipment via convergence of operational
Implemented program and process
improvements into production facility safety programs that increased
efficiency and reduced safety incidents by %.
Program Manager, Chief of Naval Education and Training, Pensacola,
FL – ; Quality Assurance and Training Manager,
Guam – ; Program Manager, Strategic Systems Programs,
Sunnyvale, CA – , Lieutenant Commander, United States
Navy, CA, CT, FL, NM, VA, WA, Guam, Japan, United Kingdom