Current resume for Michael Regna as of October 2018

1. MICHAEL REGNA
2420 Creekmore Court, Virginia Beach, VA 23464 · 757-401-0559
Email: lregna@aol.com · Linked-In: https://www.linkedin.com/in/michael-regna-8505ba45/
As an independent contractor/sub-contractor, I desire short term assignments as a general management
support analyst, assisting various clients with issues involving workplace performance, including process
review and improvement and workplace misconduct issues and their systemic root causes. I use a team
approach when studying work processes and determining root causes of employee issues, through small
group facilitation of employees and management alike. My goal always is to find the optimal solution to
a problem, that considers all relevant factors and not just one side of an issue.
I prefer to take assignments in the Hampton Roads region of Virginia; I will consider assignments outside
of this area based on my ability to support them at the client’s location.
EXPERIENCE
JULY 2016 – JANUARY 2018
DECEMBER 2008 – JULY 2012
COMMAND EVALUATOR, COMMAND EVALUATION AND REVIEW OFFICE,
NORFOLK NAVAL SHIPYARD, PORTSMOUTH VA
Under the authority of the Shipyard’s commanding officer, I conducted internal reviews on the
performance on specific command programs, ensuring compliance with appropriate Navy
regulations and policies. As a workplace investigator, I conducted investigations into allegations
of employee misconduct, such as time and attendance fraud, misuse of government
time/resources, harassment and other inappropriate conduct as alleged. From July 2016 until
my retirement in January 2018, I was program manager for the Shipyard’s Managers Internal
Control Program, with an emphasis on risk likelihood and risk impacts.
JULY 2012 – JULY 2016
MARCH 2005 – NOVEMBER 2008
PROCESS IMPROVEMENT ENGINEER, PERFORMANCE IMPROVEMENT OFFICE,
NORFOLK NAVAL SHIPYARD
As a Shipyard “Lean-Six Sigma Black Belt” I facilitated both Lean Events and “Learning Cells”, with
teams of employees knowledgeable in the specific processes or work issues to be studied. I
conducted current process reviews with the team using flowcharts, lean principles of value-
added vs. waste, and obtaining consensus among the team for design of an improved process or
for solving a work performance problem. I also was an advocate for Knowledge Management
principles at the Shipyard, promoting knowledge sharing not just of the explicit, documented
knowledge but the tacit knowledge of experienced process operators. My expertise is more with
information-based processes vs. the typical industrial/manufacturing processes.
JANUARY 2002 – MARCH 2005
STAFF INDUSTRIAL ENGINEER, BUSINESS AND STRATEGIC PLANNING OFFICE,
NORFOLK NAVAL SHIPYARD
I prepared personnel hiring and attrition spreadsheets and reports for each Shipyard
department/production shop, based on inputs from resource managers for each unit. I compiled
monthly statistical report using personnel information for every shipyard employee provided
from the Defense Civilian Personnel databases. I coordinated the development of an Access -
based program for resource managers to input their manpower needs based on planned hiring
and anticipated attrition each month; I also developed an instruction for resource managers on
how to use this program.

2. 2
JULY 1997 – JANUARY 2002
MANAGEMENT ANALYST, COMPTROLLER DEPARTMENT, FLEET TECHNICAL
SUPPORT CENTER, NORFOLK VA
I was the Financial Reports and Analysis specialist supporting the Combat Systems Department,
tracking their financial performance based on planned budget vs. actual expenditures for each of
the department’s technical support programs.
JULY 1993 – JULY 1997
INDUSTRIAL ENGINEER, HULL, MECHANICAL AND ELECTRICAL (HM&E)
DEPARTMENT, FLEET TECHNICAL SUPPORT CENTER
I provided general staff support to HM&E department managers, specifically with Safety, Security
and Property management. From January to July 1997, I was loaned out to the Regional
Maintenance Center, conducting Business Case Analyses for justifying three initiatives to
consolidate Naval equipment maintenance and reduce duplication of effort and costs.
AUGUST 1989 – JULY 1993
INDUSTRIAL ENGINEER (TQM), HULL, MECHANICAL AND ELECTRICAL (HM&E)
DEPARTMENT, FLEET TECHNICAL SUPPORT CENTER
I was a staff assistant to the Head of the HM&E Department with the primary duty of being the
principle advocate for Total Quality Management for the department, including training of all
department personnel on TQM principles and assisting with various teams using nominal group
techniques and similar methods for obtaining consensus on various employee issues and how to
resolve them.
JUNE 1983 – AUGUST 1989
INDUSTRIAL ENGINEER (JOURNEYMAN), PRODUCTION ENGINEERING DIVISION,
NORFOLK NAVAL SHIPYARD
I was a full level industrial engineer working on a variety of studies and reviews, usually as part of
a team of engineers. During 1987 I was an on-site engineer for the Shipyard’s Foundry,
overseeing installation of an innovative system for making sand molds used in the casting
process. I prepared daily status reports on the progress of the installation and participated in the
acceptance inspection of the completed system. In January 1989, I was promoted to Supervisory
Industrial Engineer, in charge of the Shipyard’s Capital Equipment Program and managing a $20
million annual budget.
DECEMBER 1980 – JUNE 1983
INDUSTRIAL ENGINEER (TRAINING), PRODUCTION ENGINEERING DIVISION,
NORFOLK NAVAL SHIPYARD
As an engineer in training, I performed a variety of basic tasks, from simple floor layouts to work
sampling, to reviewing project submittals for equipment procurements. This was an entry level
position consisting of a 30-month training program to advance me to the full journeyman level.
AUGUST 1980 – OCTOBER 1983
INDUSTRIAL ENGINEER, NATIONAL EQUIPMENT AND DESIGN CO. (RAHWAY NJ)
My first professional engineering position; I served as a purchasing agent for a small material
handling system manufacturer. I would prepare and submit orders for conveyor components
(motors, drive systems, electrical systems, and structural components). I would track orders to
ensure timely delivery, meeting with the vendors when needed.

3. 3
EDUCATION
SEPTEMBER 1976 – MAY 1980
BACHELOR OF SCIENCE, INDUSTRIAL ENGINEERING, RUTGERS UNIVERSITY
COLLEGE OF ENGINEERING
136 credits from coursework in mathematics (Calculus, Statistics), general sciences (Physics,
Chemistry, Mechanics), Accounting and Economics, Engineering Psychology, Material Science,
Operations Research/Optimization, Statistics, Motion and Time, Industrial Engineering Design,
Related General Engineering Coursework, and Solid Waste Management.
MAY 1982 – DECEMBER 1984
ADDITIONAL COURSEWORK, OLD DOMINION UNIVERSITY
12 non-matriculated credits from coursework in Business Statistics, Introduction to IT, Air
Pollution, and Occupational Safety
SKILLS
• Small Group Facilitation (Lean events, learning cells, team problem solving)
• Process Flowcharting and Documentation
• Workplace Investigation (Interviewing, data collection, research)
• Program Coordination and Assessment
• Microsoft Office Suite (Excel, Word, Access, PowerPoint)
• Team leader and team player
ADDITIONAL TRAINING
• Knowledge Management (Certified Knowledge Manager, 2013 – Present)
• Lean Six/Sigma Process Improvement (ASQ certified LSS Black Belt from 2009 – 2018)
• Predetermined Time Standards – MODAPTS (Certified Practitioner from 2006 – 2011)
• Root Cause Analysis/Human Factors – Naval Facilities Command (training in 2015)
• Hotline Investigations – Office of U.S. Navy Inspector General (training in 2009)
• Root Cause Analysis – Reliability Center, Hopewell VA (training in 2000)
• Total Quality Management – U.S. Navy, Florida Power and Light (various training from
1989 – 1991)
ACTIVITIES
Association Memberships:
• United States Coast Guard Auxiliary, Flotilla 05-07 (2018 – present)
• Naval Civilian Managers Association, Norfolk Naval Shipyard (2009 – present)
o Chapter President, 2016-2017
• ASQ (American Society for Quality), Section 1128 (2019 – 2016)
Other:
• Virginia Notary Public (2011 – present)
REFERENCES ON REQUEST