1. Danielle M Doll
4141 Timberline Road · Clinton, WA 98236 · Cell Phone (971-282-7052) · Danielle.m.doll@gmail.com
Operations Management Leader
B.S. in Industrial Manufacturing Engineering from Fenn College of Engineering - Cleveland State University
SUMMARY OF QUALIFICATIONS
Resultsproducingcontinuousimprovementandmanagementcareerwith 6+ yearsdemonstrated
professionalaerospace experience inoperationsmanagement,directreportleadership, andIndustrial
Engineeringwithyear-over-yearimprovementsin safety, cost,quality,andon-timedelivery. Dedicated
and decisive operationsleaderwithexcellent leanmanufacturing, analytical,organizational,team
building,andplanningskills. Demonstrated abilitytocreate businessplans,strategies,goals,and
objectives all whileexecutingtocustomerandstakeholderexpectations. Balancedfocusonsafety
standards,qualityexpectations,all while drivingbottom-line profitimprovement. Champion
manufacturingphilosophyrootedinleanmanagementprincipalswithestablishedresults. Core
knowledge andskillsinclude:
 Process Improvement Leader  Professional Mentoring
 Creative Problem-Solving  WorkflowPlanning
 Daily PlantOperations  Safety Standards and Compliance
 Quality Assurance  Customer Relations and Satisfaction
 Production Management  Supplier Sourcingand Negotiating
 Statistical Process Control/Six Sigma  Project Planningand Development
 P&L Budgeting and Accountability  GD&T Blue PrintReading
 Union Management Experience  Lean Manufacturing
PROFESSIONAL EXPERIENCE
AvtechTyee Everett,WA OCT 2013-JULY 2016 (3 yrs)
Final Assembly Supervisor (Sept2015 - Jul 2016)
Lateral move to final assemblyareatohighlightstrengthsinprocessflow,planningskills,andattention
to detail. Responsible fordailysafety,quality,cost,anddeliveryof the final assemblyarea, raw material
stagingarea,and carbon fiberproductline. Directly responsible forperformanceof the secondlargest
customerSikorsky,ontime deliveryof producttoall customers (Boeing,Sikorsky,Airbus,Bell),
staffing/reviews,andperformance tobudget. Highlightsinclude:
 Improvedcustomerontime deliveryfrom85% to 92% byimplementinganew streamline
systemtoprocessproduct,cross-trainingemployeestohave amore diversifiedworkforce,and
createda newsystemto prioritize productbycustomer
 Responsible forplanningandexecuting$15M of shipmentsquarterly
 $250K inproductivitysavingsthroughvariouskaizenprojects
 Achievedexecutionof recordmonthlyandquarterlysales

2. Type Five and TubeCell Supervisor (Oct2013 – Sept 2015)
 Directlyimprovedontime deliveryby2000 hoursby usingleanconceptsandscheduling
capacitydrivenworkcenters
 Negotiatedwithmultiple vendorsforall productiontooling resultingin$100K in savings
annually
 Preformed negotiationand purchase of a new equipmentwitha $400K productivitygain
 Workedwitha teamto implementahazardouswaste managementprogramtrainingall
employeesresulting inapassingauditfromthe DOE
PrecisionCastparts Corporation Multiple Locations APR 2008-AUG 2013 (5+ yrs)
Backend Area SupervisorDeer CreekFacility Milwaukie,OR (Jul2012 – Aug 2013)
 Accountable forSafety,Quality,Employee Morale,VariableandFix Cost,ThroughputandSales
dollars,ProcessControl,InventoryControl,Scrapandreworkdollars,andTraining
 DirectedFluorescentPenetrantInspection,VisualandDimensionalInspection,Metal Finishing
Grinding,Welding,Straightening,andX-raymanufacturingprocesses
 Managed 92 employeesandaquarterlybudgetof $3.5M
 ReducedOTfrom 32% to 13% by staffingworkcenterscorrectlyandcrosstraining teams.
 Impactedvariable costbyusingleanprinciplestoidentifylaborandsupplycosttake out
initiativesby$300K
 Advisedonnegotiationswithanew abrasive vendorthatnetteda$200K cost savings
 Responsible forcoordinatingquarterlysalesof $48M to the dock forshipping
Investing & Shell Finish Supervisor (Jul2011 – Jul 2012)
 Supervised28employeesthroughacapacitydriven department
 Drove cost improvementstotaling$90K by managingequipmentdowntimeandlaborreduction
projects
 Heldteamaccountable toproduce a record low executional scrapQTD
Precision CastpartsCorp.ManagementDevelopmentProgram MultipleLocations(Jul2011-Jul 2009)
1 in40 selectedprogrammembersoutof 14,000 applicantsa year. Program isdesignedtotrain
employees foroperationexcellenceusingfour 6monthrotationsindiversified jobfields. Program
rotationsconsistedof leanmanufacturingfocusingonimplementinga5S program,Manufacturing
engineering,Sales,andSupervision. Highlightsfromeachof the rotationsare listedbelow:
Shell Finish SupervisorDeerCreek Facility Milwaukie,OR (Nov 2010 – Jul 2011)
 Supervised15employeesandmanageddailyoperations includingP&Lresponsibility
 Currentimprovementof 17% productivityincreaseand8% IDL reduction,saving$56K in labor
 Insulationkitefficiencyproject eliminatingwaste witha25% productivitygain

3. Sales AccountManagerSSBOClackamas,OR(Jul2010 – Nov 2010)
 Managed twosalesaccountsand 12 castings
 Evaluatedall customerLTA’sandstandardizedcontracts
 Facilitated $1.2Min newsales
 Developedmultifunctional ‘PartsperEngine’matrix,identifying new opportunities
for salesgrowth
ForgeProcessEngineer Wyman Gordon Worcester,MA (Mar2010 – Jul 2010)
 Decreased die heat-upand reheattimes usingleanmanufacturingprinciples resultingin savings
of $812K
 Reducedequipmentproductiontime torealizeadditional throughputof $1.03M insales
Lean and Energy Coordinator Reed Rico Auburn,MA (Jul2009 – Mar 2010)
 Implementeda6S program,identified$26K insavings
 6S program rankedmostimprovedinthe businessunit for4months
and highestscore forone month
 Implementedequipmentshutdownproceduresresultinginannualizedsavingsof 60K
RELATED WORK EXPERIENCE
FrontEnd ContinuousImprovementCo-op PCCAirfoilsMentor,OH(Jan 2009 – Jul 2009)
 Identifiedschedulingopportunitiesinthe InvestingDepartment
 ImplementedKan-Bansystemwhichreducedinventory
Roll Thread Efficiency ProcessEngineering Co-op and SupervisorPCCCleveland,OH(Apr2008 – Jan 2009)
 Improved manufacturingcellsinthe roll threaddepartmentwhich increasedefficiency12%
 Managed dailyoperationsinthe Roll threaddepartmentand24 employees
IndustrialEngineering Co-op &Health and Safety Co-op WhirlpoolCorporation Clyde,OH(2008-2009)
ProjectCostTake OutCo-op GeneralElectric LaFayette,GA (Fall 2007)
PROFESSIONAL TRAINING
PCC Executive DevelopmentProgramTraining
PCC LeadershipDevelopmentProgramTraining1& 2
PCC Six SigmaBlackBelt Training
EDUCATION
FennCollege of Engineering - ClevelandState University,Cleveland,OH
BachelorinScience inIndustrial ManufacturingEngineering,Graduatedwithhonors