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LAWRENCE E. STEPHENSON
(619) 916-6830 Email – larry.stephenson1@yahoo.com
3340 Del Sol Blvd. Spc 83, San Diego, Calif 92154
EXECUTIVE SUMMARY
SECURITY CLEARANCE-SECRET∙ PROJECT MANAGEMENT ∙
GOVERNMENT
Proven leader with strong skills in managing 2205 employees while facilitating 122
value 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 public 25%, private 22% and military sectors 19%. Demonstrated superior
leadership in managing 59 complex, multimillion-dollar projects on time 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 in
Business Process Change, Project Management Professional & Theory of Constraint
in public, private and military sectors. Retired US Navy Chief Petty Officer (24 years)
Honorable Discharge
CIVILIAN EDUCATION:
University of Phoenix, Bachelor of Science in Business Management, 3.67 GPA. 1999
MILITARY EDUCATION:
Navy Air and Sea Leadership School 2003
Navy Advanced Leadership School 2005
PROFESSIONAL EXPERIENCE:
Industrial Support Coordinator Series-GS-5.3
DEPARTMENT OF THE NAVY 12/2012 ~ Present
Work with various groups within FRCSW maintenance and engineering to confirm
customers receive needed maintenance services in a timely manner.
 Primary Point of Contact for all Fleet Readiness Center Southwest (California,
Arizona, and Hawaii) maintenance concerns.
 Plan, manage and coordinate maintenance projects using computer resources such
as IBM Maximo and Discoverer, CMPRO, Oracle BOE, Haystack computer
programs.
 Ensure workload and operations standards are maintained in accordance with
current operating instructions and ensure facilities and infrastructure operate
consistently.
 Interact extensively with Navy North Island building tenants on a recurring basis
to analyze their facility life cycle requirements.
 Brief-out the Deputy Program Manager on a daily basis regarding urgent
maintenance needs while keeping open communication lines with FRCSW
personnel.
 Using supply support background from General Electric, Bearing Inspection, and
Thermal Engineering trained personnel in newly formed purchasing program for
maintenance group.

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 Used lean methodologies with Preventative Maintenance Support Equipment
Manager, to create new simplified notification and delivery system for
workorders.
 Generate all Environmental Preventative Maintenance work orders.
STEPHENSON CONSULTING, INC.
Consultant-Quality Assurance/Operations Excellence-Lean Facilitator, Training
Coordinator
CHROMALLOY NEVADA 7/2011~5/2012
Jet engine (JT-8) component manufacturer and repair station.
 Coordinate and lead the audit review of 1351 product/processes and associated
manufacturing documents.
 Reduced invalid or obsolete documents (travelers) by 50% during first month of
operation.
 Provided guidance in creating an SOP for document control procedures dealing
with electronic filing procedures.
 Facilitated training of lean methodologies within 4 manufacturing and repair
departments.
 Developed and improved manufacturing processes in 3 manufacturing
departments reducing lost time by 33%.
o Department 1 – wax molding created a single flow process decreasing wax
application from 68 minutes to 32 minutes.
o Department 2 – buffing area created a single flow process decreasing
process time by 15 minutes per item and reducing personnel allowing
them to work in other departments
o Department 3 – pre-
Consultant-Operations-Lean Facilitator
MICROSOFT LICENSING INCORPORATED 9/2010 ~ 6/2011
MSLI Reno, Nevada is the primary source for all new product licenses, training and
revenue processing.
 Lead consultant to establish training processes in managing escalations (customer
service) of issues, new to MSLI.
 Provided guidance in creating the SOP for 5 organizational teams regarding
logistics.
 Wrote 9 training programs for packaging, handling and transportation issues for
teams around the world.
 Wrote training curricula for 3 Microsoft Program Managers as well as 4 Regional
Customer Support Centers. Decreasedtraining time by 65% and increased
productivity by 75%.
 Established the SOP of communication between MSLI and customer, set training
schedules within specialized training and logistics groups in Singapore, Ireland,
Columbia and the United States.
Consultant/ Senior Project Manager-Instructor-Lean Facilitator
ZAIN, IRAQ 2/2010 ~ 5/2010
Zain was the largest telecommunication provider in the Middle East.
Project and Process Management solution provider.
 Consulted to provide training and project management guidance to 6 new project
managers.
 Principal expert in the formation of the first Project Management Office with 6

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new Project Managers.
 Wrote SOP and trained 10 senior management personnel on lean methodology.
 Instructed logistics department in capacity planning, inventory analysis and flow
scheduling.
 Supervised 5 positive process improvement teams during Kaizen events within
the office confine, resulting in first improvements since new democratic
government was elected.
 Briefed on a daily basis all ZAIN senior management concerning budgeting,
logistics and manpower issues.
THERMAL ENGINEERING INTERNATIONAL 6/2007 ~ 8/2009
Senior Project Manager, Process Improvement Manager, Lean Facilitator, Instructor, Facilitator
 Responsible and accountable for the coordinated management of 14 complex
projects directed toward strategic business goals.
 Directed on site administration for cost control of budget, quality and work
breakdown schedule to ensure on-time delivery.
 Drove purchasing department to improve capacity planning, inventory analysis
and flow scheduling for all projects.
 Wrote or collaborated in the writing of all contracts.
 Responsible to interface as needed with internal and external stakeholders.
 All projects delivered on time, under budget.
Process Improvement Manager
 Recruited to lead and facilitate extensive training of 5S, Lean and Six Sigma
programs at main office and 2 manufacturing plants.
 Instructed over 455 company personnel in 5S, Lean, Six Sigma methodologies
 Major successes 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 19 ongoing business and
manufacturing process improvements.
 Instigated 8 Green Initiatives saving the company $20,000 per month.
Enterprise Continuous Improvement Advisor, Mentor, Senior Training Coordinator, Team Leader
DYNAMIC RESEARCH CORPORATION 2/2006 ~ 5/2007
Held initial contract to teach, facilitate and mentor Navy wide Airspeed (5S, Lean and 6
Sigma) campaign.
 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.
 Directed 52 cost 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.
 Educated on average 8-12 executive leadership, military and civilian, on Six
Sigma Methodologies at each site.
 Facilitated instruction in capacity planning, inventory analysis, lean flow
scheduling.
 Instructed 4 core leadership teams at Northrop-Grumman Ship Building and 12
Defense Logistics Agency personnel in Lean process methodology while
conducting 5 VSMs.

4. Lawrence E. Stephenson
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Operations, Logistics, Training and Human Resources – Chief Petty Officer
U.S. NAVY 6/1969 ~ 7/1973 and 2/1988 ~ 8/2006
24 years in of extensive experience in a leadership role, was deployed in support of the
War on Terrorism.
 Managed training of 60 Aircrew and 130 Maintenance personnel during a
significant transition of the C9 to the C40 Navy aircraft.
 Only reserve non-acoustic Blue Card and Electronic Warfare Operator instructor
at VP-65.
 Worked closely with electronic equipment technicians to maintain majority of P3-
C Orion equipment.
 As supply Chief directed staff of 6 in all aspects of procurement, such as budgets
and conforming to Navy Military Standard Requisition and Issue Procedures
(MILSTRIP) and DFAR instructions.
 As training Chief guided officers and enlisted teams in using 5S, TQM and lean
methodologies to design work spaces in new hanger.
 Supervised the maintaining and operating of aerospace assets valued up to $155
million.
 Honorably discharged and retired (24 years) with war time experience earning 85 awards and
citations.
PROFESSIONAL EDUCATION and CERTIFICATIONS
Program Management Leadership – General Electric Corp.
Supply Chain Technical Expert – Avraham Y. Goldratt Institute
Support Supply Chain Technical Expert – Avraham Y. Goldratt Institute
Project Management Professional – PMBOK & Thermal Engineering Inc.
Program Manager – Bearing Inspection Inc.
Lean/Process Improvement – Missile Defense Agency
Theory of Constraint - Avraham Y. Goldratt Institute
Six Sigma (Greenbelt) – General Electric Power
Total Quality Management - Navy
Business Development – Gardner Denver, Ingersoll-Rand, General Electric Power,
Bearing Inspection, Thermal Engineering.
COMPUTER SKILLS
Maximo
Haystack
CMPRO,
Discoverer
Microsoft Office Suite
AVAILABLE FOR TRAVEL