Mark A. Collins

Created, prepared and delivered reports to various departments.

• Established and updated work schedules to account for changing staff levels and expected workloads.
• Prepared agendas and took notes at meetings to archive proceedings.
• Standardized office structures and processes to promote collaboration and increased performance.
• Prepared employee schedules for maximum coverage during key hours.
• Hired, managed, developed and trained staff, established and monitored goals, conducted performance reviews and administered salaries for staff.

• Supervised ongoing daily production phases.
• Analyzed and created reports to determine profit margins, trends and inventory levels.
• Trained staff of direct labor employees to perform assembly and manufacture of specified products.
• Prepared in advance for and addressed production problems, material deficits, equipment failures and unavoidable delays.
• Utilized lean practices to balance workflow and alleviate redundancy.
• Planned, organized and monitored resources to deliver efficient use of labor, equipment and materials.

Leads and Manages 8 Chiefs and 150 Navy and Marines in performing Intermediate level maintenance on avionics equipment across 24 work centers.

Directed the efforts of 150 personnel in managing the completion of 2,400 maintenance actions and maintaining an 86% repair rate in direct support flight operations.

As service division Leading Chief Petty Officer, he led 276 Sailors during 2013 deployment support of Operations ENDURING FREEDOM and contingency operations throughout 5 fleets.

Guided the maintenance efforts of 46 military and civilian personnel in completing over 22,000 maintenance actions without any safety flaws.

Managed 8 military and 3 civilian personnel performing audits and monitors on 41 work centers and 41 NAMP programs.

Proactive leadership and management of the 2010 Naval Safety Center Survey, achieving a grade of 3.39 which exceeded the Fleet average of 3.13 for all FRC/AIMD/MALS commands.,

• Directed the work priorities for 800 maintenance discrepancies and set priorities for ordering parts by using cost effective decisions on the repair of the components
• Implemented and instructed Continuous Process Improvement Program (Lean Sigma) which increased maintenance job completions by 10 percent
• Managed the daily operations of the safety department, observe safety regulations, conduct appropriate health and safety education programs, encourage, and promote safe working practices
• Analyzed and monitored the maintenance department part expenditures, repair costs, equipment inventory, equipment records, repairable stock item replenishment and facility upkeep maintenance
• Planned, organized, and implemented maintenance training on all assigned aviation ground support, implementing and supervising all support programs and operator training
• Managed and structured the establishment of the Aviation Support Equipment and Materials Handling Equipment licensing program for MAKIN ISLAND and GREEN BAY, qualifying 187 personnel for ASE/MHE licenses.