Management Resume

1. LAWRENCE E. STEPHENSON
(775) 842-2688 Email – larry.stephenson1@yahoo.com
http://www.linkedin.com/in/larrystephenson
5959 Quintessa Ct. Sparks, Nevada 89436
EXECUTIVE SUMMARY
SECURITY CLEARANCE-SECRET∙PROJECT MANAGEMNT ∙LEAN∙SIXSIGMA
Proven leader with strong skills in managing 2205employees whilefacilitating 122value stream mapping
and kaizen events.Lowered costs by $1,200,000 dollars, raised productivity and increased profit margins
66% across broad spectrum of businesses in the public25%, private22% and military sectors19%.
Demonstrated superior leadership in managing59complex, multimillion-dollar projectsontime and under
budget.A 100% successful certification of 420 Naval Combat Aircrew to perform critical flight
duties.An innovative cost saving ability to take ideas, business plans and projects from conception through
completion value over $3.5 million dollars. Excellent presentation skills, negotiation and follow up
experience in Navy and private sectors. Skilled in making strong presentations, negotiations, closings.
Professionally trained inBusiness Process Change, PMP & Theory ofConstraint in public, private and
military sectors.Bachelor of Science in Business Management, 3.67 GPA.
PROFESSIONAL EXPERIENCE:
Consultant-Quality Assurance/Operations Excellence
CHROMALLOY 2011~2012
Worked directly with Senior Management to coordinate and lead the audit review of1351
product/processesand associated manufacturing documents to conform to FAAand DFAR
standards.
Reduced invalid or obsolete documents by 50% during first month of operation.
Organized document control procedures to include electronic filing using Windchill.
Consultant; to facilitate lean methodologies within4 manufacturing operations departments.
o Reduced wasted space in 3 departments.
o Consolidated 5 departments reducing duplicate work.
Developed improved manufacturing processes in 3 departments.
Used Project Management background to assist with R&D project for new revenue stream.
Consultant-Operations
MICROSOFT LICENSING INCORPORATED2010 ~ 2011
Consulted to establish innovative processes in managing escalations (customer service) of issues,
new to MSLI.
Defined 5 organizational teams.
Wrote 9 training programs for on boarding customers and managing payment issues.
Wrote training curricula for 3 MicrosoftSeniorProgram Managers as well as 4 Regional
Customer Support Centers. Decreased training time by 65% and increased productivity by
75%.
Established lines of communication, set training schedules within specialized groups.
Consultant/ Senior Project Manager
STEPHENSON CONSULTING, INC.
Project and Process Management solution provider.
Consultant at Zain IQ (largest telecom Middle-East) project management operations in Baghdad,
Iraq.
Principal expert in the formation of the firstProject Management Office with 6 new Project
Managers.
Instructed Lean methodology to 10 Senior Management personnel.
Supervised 5 positive process improvement teams during Kaizen events within the office confine,
resulting in first improvements since new democratic government was elected.
Prepared and Delivered daily updates to Senior Management including CEO.
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2. Lawrence E. Stephenson
Senior Project Manager
THERMAL ENGINEERING INTERNATIONAL 2007 - 2009
Responsible and accountable for the completelife-cycle management of 14 complex projects
directed toward strategic business goals.
Directed on site administrationfor cost estimations and control of budget, quality and production
time to ensure on-time delivery.
Prepared and provided briefings to interface as needed with internal and external Senior
Management stakeholders.
Defined and initiated projects, assigned Team Members to manage cost (EVMS-CPI), schedule
(SPI), and performance of component projects.
All projects delivered on time, under budget.
Process Improvement Manager
Recruited to lead and supervise extensive training of5S, Lean and Six Sigma programs at main
office and 2 manufacturing plants.
Instructedover 455company and Managementpersonnel in 5S, Lean, Six Sigma methodologies
Lead cost saving project to electronically archive230,000 drawings saving over $36,000 per month
in lost work time.
Senior lead in restructuring warehouse space to accommodate new office space.
Major successes recognized by management with stopping lost revenue stream over $50,000 per
month and lost time driven down by 60%.
Directed and mentored 7 cross functional teams in 19ongoing business and manufacturing process
improvements.
Instigated 8Green Initiatives savingthe company $20,000 per month
Enterprise Continuous Improvement Advisor – Mentor Staff Engineer/Scientist II
DYNAMIC RESEARCH CORPORATION 2006 - 2007
Interfaced at 9 Aircraft Intermediate Maintenance Depot (AIMD)sites with 20 officers, 468
enlisted and AIRSpeed core team leadership in the implementation of an integrated solution using
theory of constraints, lean and six sigma methodologies.
o Expertise ensured logistics groups adhered to DFAR regulations.
Directed 52cost wise readiness teams in value stream analysis (VSA) and rapid improvement
events (RIE). Immediate results included improvements in performance (47%) through decreased
supply and repair replenishment times, removal of non-value added practices and reduced process
variations.
Prepared and helped teams deliver out briefings of RIE accomplishments.
Educated on average 8-12 executive leadership both military and civilian teams,in Six Sigma
Methodologies at each site.
Instructed 4 core leadership teams at Northrop-Grumman Ship Building and 12 SeniorDefense
Logistics Agency personnel in Lean process methodology while conducting 5 VSMs.
Operations, Logistics, Training and Human Resources – Chief Petty Officer
U.S. NAVY VP-65 / VR-57 1988 - 2006
18 years in of extensive experience in a leadership role, was deployed in support of the War on Terrorism.
Managed 60Aircrew and 130 Maintenance personnel during a significant transitionto Navy’s new
C-40 logistics aircraft.
Directed Supply Department senior and juniorstaffin all aspects of procurement, such as
conforming to Navy Military Standard Requisition and Issue Procedures (MILSTRIP) and DFAR
instructions.
Instructed/facilitated weekly classes in Lean and Six Sigma methodologies with 100% graduation.
Chosen by management toleanwork spaces due to less room in new C-40 hanger.
Senior Aircrew instructor (P3B/C, C9A, C40). Responsible for initial certification/recertification
of 420 aircrewpersonnelwithin squadrons.
Supervised the maintaining and operating of aerospace assetsvalued up to $155 million.
Honorably retired with war time experience earning 85 awards and citations.
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3. Lawrence E. Stephenson
Senior Program Manager – Department of Defense / Marine-Industrial
BEARING INSPECTION, INC. 1999-2003
Senior Program Manager concentrating on 9 Department of Defense (DOD) along with 4
Marine and Industrial (M&I) contracts.
Successful insecuring 5 new contractswithDOD and M&I repair facilities.
Using Business Development expertise secured first ever contract with National Guard to
overhaul bearings out of M1A1 Abrams drive turbine.
Ensured all contracts and personnel adhered to DFAR and FAR regulations.
Managed new procedures showing a 30% increase in contract awards and18% increase in
revenue year over year.
Power Turbine Program Manager – Marine and Industrial
GENERAL ELECTRIC POWER – BAKERSFIELD, CALIFORNIA 1995-1999
Managed project that moved newly acquired $7,000,000 dollar division from Houston, Texas to
Bakersfield, California.
Developed new suppliers to support local group.
Using Lean Methodologies planned and executed layout for single piece flow and best use of
space saving over $250,000.00 dollars.
Rewrote 15 repair procedures to comply with United States ISO and customer directives.
Managing lean processes reduced LM5000 Power Turbine overhauls from 10 months to 4
months and the LM1600 Power Turbine from 4 months to 30 days.
Managed all cost estimations and purchases for repair of customers sophisticated equipment.
Investigated a costly repair, devised new procedures and presented to manufacturer and customers.
Primary contact for supplier interaction including audits and assessments.
Provided all briefing updates and project close outs to Senior Staff and customers.
Conducted 2 successful Six Sigma Green Belt projects resulting in immediate savings of
$150,000.
PROFESSIONAL EDUCATION andTRAINING
Program ManagementLeadership – GENERAL ELECTRIC CORP.
Supply Chain Technical Expert – AVRAHAM Y. GOLDRATT INSTITUTE
Support Supply Chain Technical Expert – AVRAHAM Y. GOLDRATT INSTITUTE
COMPUTER SKILLS
Software:Windchill, MS Word, Excel, Power Point, Project and Visio,
SUBJECT MATTER EXPERT AND PROFESSIONAL CERTIFICATIONS
Project Management Professional Program Management Business Development
Lean/Process Improvement (CERT) Six Sigma (CERT) Theory of Constraint (CERT)
AVAILABLE FOR 40% TRAVEL AND RELOCATION
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