Mike Callaghan

119 Spalding Circle

Goose Creek 29445
(843)709-0428
Summary
Global Competition continues to challenge companies in terms of continuous impro
vement. Developing processes that can improve profitability is only one piece of
what it takes to be world class as compared to others in the industry. People a
re the most important part of the success to the company. Without their continue
d commitment to change the improved process is just an idea. I bring 23+ years o
f experience in both of these categories and my accomplishments are 2nd to none.
I am relentless in the pursuit of continuous improvement and development of Peo
ple. Look to me as the next Leader in building your company's future.
Past Experiences
April 2009 to Jan 2010
JW Aluminum
Corporate Lean Implementation Manager
Reported directly to the President and COO, responsible for leading the transiti
on to Lean Principles for four divisions in multiple locations across the east.
Prior to this assignment was hired as a Senior Leader responsible for developing
the new leadership structure and policies for the Mt. Holly facility.
Accomplishments
Results were significant changes to the company relative to flow of product, sta
ndardization and organizational efficiency.
New policies, procedures, and organizational structure were put into place as th
e baseline for future improvements.
Developed new concepts for material flow, shop floor responsibilities, standard
product lines, and U-shaped cells.
Oct 2007 to Nov 2008
Global Aeronautica Charleston, South Carolina
Director of Operations responsible for all factory operations relative to the as
sembly and installation of completed Mid and Aft body sections for the 787 Comme
rcial Airplane Program. 1200 employees reporting in my organization.
Prior positions included Senior Level Manager, Materials Mgt. Senior Manager, Ri
sk Mgt. and Process Improvement.
Accomplishments
During the time the Global Aeronautica was in a start up mode successfully built
the organizational structure, hired employees, developed policies and procedure
s, and initiated the concepts of Lean Manufacturing throughout the Value Stream.
May 1988 to Sept 2007
The Boeing Company
Held multiple positions during my growth as a significant Leader to the Commerci
al Airplane Programs.
777 Operations Final Body Join (FBJ) Manager
* Leader of the 777 FBJ Boeing Production System Implementation Team
* Cost Management
* Headcount Stabilization
* Organizational Development (Managers and Team Leaders)
Specific task is leading a cross functional group of professionals in the design
, build and implementation of the 777 Final Body Join Moving Line. This includes
but is not limited to Tools, Equipment, and Processes required for continuous m
ovement to Final Assembly. In addition responsible for maintaining the needed le
vel of hourly resources required to sustain Final Body Join's current business p
lan.
Develop new and seasoned Managers for our future Production System.
Customer/Government Relations
A key management representative for Factory Operations regarding the support of
high level Airline Executives and Government Officials who visit the Everett Pro
duction Facility. This includes but is not limited to Factory Tours that focus o
n the Boeing Production System for the 747/767/777 and 787 Programs.
Past Positions:
777 Operations Wing Structures Manager
747 Area Business Manager
747 Manager, Lean Manufacturing
747 Program Everett Division
747 Supervisor - Special Assignment
747 Project Manager for Process Improvement Activity
747 Facilitator/Process Advisor
747 Mechanic
Education
1986 - 1986 Northern Michigan University
Boeing Leadership Center
* "1st Line Leadership" 2003.
* 2nd Level Leadership: "Leading from the Middle" 2003
* 1st Line Leadership "Next Generation" 2005
Selected Achievements
* 1990 - 1992 Everett Division Expo Program (Executive Potential)
* 747 Main Entry Door Team D1-9000 Design/Audit/and certification
* Design and Implementation of Software for tracking Key Characteristics of Main
Entry Doors for 747 Program.
* Personal Computers used for Video Conferencing as a Boeing Standard
* 747 Final Body Join Resident Work Instruction Development (Standard Work)
* 747 Kitting Designer Software Development Team (K2K)
* Award for Design Disclosure 02-0805 "A Pick to Light System for Manufacturing"
* Award for Design Disclosure 03-0406 "Scissor Lift Collision Avoidance System"
* Design/Implementation of a Secure Mobile Workstation Architecture for Factory
Operations
* Patent 7, 077,318 Issued for "A Pick to Light Replenishment System for Manufac
turing Kits".
* Shop Planning System for Shop Level Operations
* Patent 7,194,358 Issued for "Scissor Lift Collision Avoidance System".
* Patent 7,195,156 Issued for "Kit Replenishment"
Summary
Each time I have moved to a new assignment I have left a piece of what was imple
mented allowing that organization or program to continuously grow and prosper. I
believe that if you want to measure the success of your implementation plan vis
it the area after a year to see if it is still in place or improved by your peer
s. 50% of companies fail to implement the principles of Lean as a result of sust
ainment. My record of excellence is impeccable yet I never become complacent nor
do I ever take anything for granted. It is a continuous learning process throug
h the life of a Leader. I strive to reach the highest levels of efficiency in te
rms of KPI's wherever I am assigned. Today I would approach a new assignment wit
h the same approach with a "Can Do" attitude. I would like to think that I can m
ake a positive contribution to any team I am leading for the foreseeable future.
References Available upon Request