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PAYTON EDWARDS

309 Little Rd., Tallassee, Alabama 36001

Home Phone:  (334) 991-1230; Cell Phone:  (334) 415-9876; E-mail:  payton@msn.com

A customer-focused, team oriented, problem preventing and solving, continual improvement executive experienced in P&L; operations management; strategic and tactical planning; marketing/new product development; and cost management/control with 30 years of experience in aerospace reliability, maintainability, supportability, lean enterprise methods and techniques, quality business systems, mechanical/technical systems management, and product maintenance and support.

PROFESSIONAL EXPERIENCE

Quality Integrated Systems LLC, Tallassee, Alabama                                                                                                                       8/09 – Present

Performs contracting and consulting services for Quality Business Systems and Lean Six Sigma process activities of the highest quality for customers and suppliers with total customer focus for their complete satisfaction, and to engage in any other lawful business for which limited liability companies may be organized.  We focus on quality business systems development to ISO 9001, AS9100, ISO 14001, ISO 18001, and TS16949 standards integrated with Lean Six Sigma methods and techniques, and Operations and Design for Manufacturing methods in the US Government/Military, Aerospace, Automotive, Marine, Commercial Construction, and Decorative Ornament industries.

CEO/Owner

·         Developed and improved customer work processes to ensure certification/recertification to the ISO 9001-2008 and AS9100C-2009 standards requirements which won $1.3 million in new contracts.

·         Managed full responsibility for creating company detailed value stream maps and 12 department process flow charts while conducting 3^rd Party business system audits for customers to gain ISO 9001-2008 certification.  This activity proved to increase customer satisfaction rate by 29%.

·         Re-established and managed two machined and fabrication product lines which reduced manufacturing cell waste by 21% and increased cost savings by 17%.

Alabama Aircraft Industries, Inc., Birmingham, Alabama                                                                                                               3/08 – 12/09

Military aircraft maintenance and modification facility for Air Force KC-135 Cargo/Tanker and C-130 Cargo aircraft and Navy C-130 Cargo and P-3 Surveillance aircraft.

Director, Quality Systems and FAA Management; Director, Production Control

·         Managed and reestablish a 100 employee company that was on the verge of closing and revitalized the aircraft maintenance and modification facility gaining $1.3 million in new turboprop aircraft business and achieved a 15% increase in quality system rating by the major customer in one year.

·         Reestablished a minimally functioning Quality Systems department to a full functional system that changed the company from a "silo" environment to a quality-minded integrated environment that worked together as teams and garnered a 99% FAA Flight Standards District Office (FSDO) annual maintenance inspection rating (FAA FAR Part 145 Repair Station requirements).

·         Achieved a 99.5% ISO 9001-2000/AS9100 Registrar certification rating which garnered $2.7 million in additional machine shop and Non-destructive Test (NDT) business.

·         Maintained full responsibility for two major FAA FSDO Part 145 Repair Station facility audits which kept the Repair Station in high certification status as one of the eleven Level 4 Repair Stations in the United States.

·         Created and improved 137 work processes coordinating them through the Defense Contract Management Agency (DCMA) aviation maintenance team and received a 97% total annual audit rating.

·         Led four Lean Six Sigma kaizen activities which received a 100% rating by the Navy, Boeing Aircraft Company and L3 customer teams.

·         Instituted Lean Six Sigma techniques in the KC-135 aircraft reception process reducing cycle time defects and errors from 72% to 5.4%.

AAR Manufacturing, Livonia, Michigan and Goldsboro, North Carolina                                                                                      10/06 – 12/07

Designer and manufacturer of commercial and military aircraft cargo loading systems and release systems, and Department of Defense Field Mobility Units/Shelters.

Vice President, Quality and Manufacturing Engineering

·         Established and managed new plant operation ISO 9001/AS9100 certification activity which normally takes 14 months, but gained certification in a 10-month period.

·         Created business systems for compliance with ISO 14001 and FAA FAR Part 21, Part 43, Part 45, Part 183 standards and gained FAA certification in 10 months.  The major customer, Airbus, and the FAA Manufacturing Inspection District Office (MIDO) both remarked that this is highly unusual to gain this status in such a short time.

·         Developed new business management system activities on ISO 9001/AS9100 standards, FAA criteria, and Lean Six Sigma techniques and secured six new, major aerospace/railcar customers in less than 12 months which culminated in $4.1 million in new contracts.

·         Led the Supplier Development and Improvement Program that linked 193 suppliers and 50 customers in partnerships with the business management system for lean manufacturing operations and received a 99% corporate audit rating.

B/E Aerospace, Inc., Miami, Florida                                                                                                                                                        3/05 – 10/06

Designer and manufacturer of commercial and business jet aircraft seats and interior applications.

Manager/Director of Quality

·         Reorganized a very fragmented, non-focused company using AS9100 standards and gained certification in just seven months.  Developed business systems for compliance with ISO 14001 and FAA FAR Part 21 and Part 145 standards with a 21% revenue increase.

·         Incorporated continuous improvement (Lean Six Sigma) projects into business practices that reduced customer claims from approximately $1,400,000 to less than $312,000 in a 12-month period with an additional breakthrough goal of $250,000 reduction in the following 12 months.

·         Accomplished three additional continuous improvement projects that reduced operating costs by approximately $400,000 on each project (Three different site projects).

Outokumpu Copper Franklin, Inc., Franklin, Kentucky                                                                                                                    7/02 – 7/04

Designer and manufacturer of multiple types of copper tubing and products for the automotive trucking, commercial and residential air-conditioning, and refrigeration industries.

Director of Quality Systems

·         Accomplished the reorganization of a very fragmented company which became fully compliant to the ISO 9001 quality management system standards, the ISO 14001 standards, and the automotive industry TS 16949 standards in a 12-month period.

·         Established seven Six Sigma projects and teams that reduced customer claims from $2,200,000 to less than $610,000 in a 12-month period with an additional breakthrough goal of $215,000 reduction in the following 12 months.

·         Managed and led three Six Sigma projects that reduced operating costs by 23% and increased profits by $400,000 on each project.

Quality Integrated Systems, Montgomery, Alabama                                                                                                                            6/01 – 7/02

President and COO/Owner

·         Managed contract work in quality systems development, Six Sigma, Lean Operations, Design for Manufacturing methods and techniques, quality systems auditing, and FAA FAR Part 145 Repair Station requirements with four customers helping them gain profits of approximately 31% each.

GKN Westland Aerospace, Inc., Tallassee and Montgomery, Alabama                                                                                            9/99 – 6/01

Designer and manufacturer of a multiple line of aircraft, helicopter, communication satellite, jet engine composite components, and aircraft sub-assemblies.

Director of Quality

·         Established and managed Integrated Process Teams to institute processes for ISO 9001/AS9100 compliance and certification.  Accomplished this task and gained ISO 9001/AS9100 certification in six months and four days with a 98.5% Registrar audit rating.

·         Managed full responsibility of the new Business Quality System and incorporated Lean Operations and Six Sigma techniques in winning five new major aerospace customers with potential profits of $44 million.

·         Developed, coordinated, and maintained processes for Integrated Product/Process Teams (IPT) for continuous improvement and increased company quality rating from 82% to 94% from Pratt & Whitney and Sikorsky aircraft customers which won new contracts worth $16 million.

·         Created and value stream mapped processes that reduced the company capital equipment and operating systems costs by $2.8 million in a 15-month period using Lean Six Sigma methods and techniques.

·         Established and fully managed FAA FAR Part 145 Repair Station requirements through the FAA FSDO Birmingham, AL office that aligned the company for extensive U.S. Air Force, U.S. Army and General Aviation aircraft repair contracts in excess of $32 million.

·         Instituted and led Lean processes that reduced operating costs and process waste by 18% for Pratt & Whitney engine compressor blade, inlet guide vane, engine nose dome, and fan housing assemblies.

·         Created and led Lean processes that reduced operating costs and process waste by 23% for Sikorsky and 32% for Bell Helicopter aircraft door panel, rotating blade, cockpit, and structural assemblies.

VisionAire Corporation, Chesterfield, Missouri and Ames, Iowa                                                                                                     9/96 – 9/99

Designer and manufacturer of a multiple line of all composite Business Jet Aircraft.

Vice President, Quality and Continuous Improvement

Director, Quality Assurance and Operations Management

·         Developed, improved, and managed the Quality Assurance Critical Procedures activities in collaboration with all company functional departments and accomplished this with the Federal Aviation Administration (FAA).

·         Developed business and technical support systems for new aircraft products using Lean Six Sigma methods that won $27 million in new customer contracts.

·         Developed, managed, and revised “team concepts” in a process-based environment for establishing continual improvement in accordance with ISO 9001 standards and FAA Aircraft Certification Systems Evaluation Program (ACSEP) Order 8100.7 requirements for a systematic, disciplined approach to manage and achieve increasing levels of internal and external customer satisfaction for manufacturing excellence while progressing to ISO 9001 and FAA certifications using Lean Six Sigma methodologies and techniques.  Also, established requirements for FAA FAR Part 145 certification.

TTX - Trailer Train Company, Chicago, Illinois                                                                                                                                  3/91 – 9/96

Designer and manufacturer of freight railcars and equipment and leasing company for the freight railroad industry; delivery truck, and off road vehicle frames and structural assemblies.

Manager, Quality Systems and Auditing

·         Developed and improved remanufactured railcar production operations to QS-9000 Quality Operating System (QOS) standards, Production Part Approval Process (PPAP), Design and Potential Failure Mode and Effects Analysis Processes (DFMEA/PFMEA), and Statistical Process Control (SPC) Process requirements using Lean Six Sigma techniques that increased development by 20% with automotive industry.

·         Developed, managed, and refined processes for identifying, collecting, measuring, analyzing, and reporting quality costs, component performance, component life cycle costs and analysis and component warranty claims in accordance with QS-9000/ISO 9000/M1003 requirements reducing costs by $640,000 annually.

·         Performed and instructed the Company and Supplier Production, Engineering and Quality departments on Failure Mode and Effects Analysis (DFMEA/PFMEA), Fault Tree Analysis (FTA), Statistical Process Control (SPC) and Total Quality Management (TQM) processes that increased productivity by 15% and reduced product failures by 15% in less than 24 months.

General Dynamics Corporation Aircraft Division, Fort Worth, Texas                                                                                            8/89 – 3/91

Designer and manufacturer of Department of Defense Aircraft and Systems.

Aircraft Maintainability/Supportability/Quality Engineer – F-16 Aircraft Ground Systems and A-12 Stealth Aircraft Groups

·         Developed and implemented a formal aircraft technical data work unit code system that reduced research time by 40% and enhanced Engineering analysis for aircraft systems and subsystems technical data by 25% through streamlining processes and removing bottleneck areas.

·         Created maintenance concepts, allowable maintenance task processes, environmental requirements, and developed maintenance tasks in support of shop, preflight, and post-flight operations.

·         Expanded and improved systems maintenance analysis and failure prediction programs for aircraft fuel, structural, hydraulic/pneumatic (pneudraulic), and electrical power generating systems and subsystems with a 30% increase in integrated team productivity.

U.S. Air Force (Retired)                                                                                                                                                                             7/89

Manufacturer and Maintenance of Department of Defense Aircraft and Aeronautical Systems.

Aircraft Maintenance Manager

·         Managed heavy military aircraft maintenance shops for Phase-Dock and Flightline inspection, maintenance, and repair processes for all types of interior and exterior minor and major repairs that decreased aircraft downtime by 42%.

·         Led heavy military aircraft jet engine inspection, maintenance, and repair processes; jet engine test cell operation processes; Flightline and Maintenance Dock jet engine removal, repair, and reinstallation processes; Jet Engine Shop teardown and buildup processes; Flightline jet engine operation processes that increased mean time between failure (MTBF) rates by 31%.

EDUCATION

MS Quality Systems course work, Eastern Michigan University, Ypsilanti, Michigan, 2004; 3.9/4.0 GPA

MBA course work in Operations and Quality Management, Benedictine University, Lisle, Illinois, 1997; 4.0/4.0 GPA

BS Aeronautics/Engineering, Embry-Riddle Aeronautical University, Daytona Beach, Florida, 1984; 3.52/4.0 GPA

Numerous courses and seminars in Total Quality, Six Sigma, Lean Operations, Design for Manufacturing, Design for Six Sigma, Continual Improvement and Team Building; American Society for Quality Certified Quality Auditor; Certified Six Sigma Black Belt; Certified Six Sigma Champion; Certified Lean Manufacturing.

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