Summary
Overview
Work History
Education
Skills
Veteran Preference
Low Salary Accept
Geo Preference
Race Ethnic Status
Personal Information
Timeline
Generic

Reginald A Glenn

Kapolei,HI

Summary

Talented professional considered knowledgeable leader and dedicated problem solver. Brings over 22 years of valuable expertise to forward company objectives. Attentive to detail with experience in coordinating project program and improvements. Experienced Program Manager skilled in managing functional operations and projects related to supplies and logistics. Advanced understanding of organizational strategies, financial management, procurement and contracting. Expertise in logistical analysis, inventory and supply chain performance. development and standardization. Through understanding of inventory management, procurement and acquisition regulations. Encouraging manager and analytical problem-solver with talents for team building, leading and motivating, as well as excellent customer relations aptitude and relationship-building skills. Proficient in using independent decision-making skills and sound judgement to positively impact company success. Dedicated to applying training, monitoring and morale-building abilities to enhance employee engagement and boost performance. Organized and dependable candidate successful at managing multiple priorities with a positive attitude. Willingness to take on added responsibilities to meet team goals. To seek and maintain full-time position that offers professional challenges utilizing interpersonal skills, excellent time management and problem-solving skills. Versatile in multi-tasking different initiatives ranging from military functionality and private sector operational procedures. Self-driven, goal-oriented individual that thrives in the most difficult of situation.

Overview

10
10
years of professional experience

Work History

Work Packaging Program Manager Code 200

12.2017 - Current
  • Employment Type: Permanent
  • Supervisor Name: Johnston Ma
  • Supervisor Contact: (808) 630-7743
  • Hours Per Week: 40
  • Support Project Team functions with official technical documentation, blueprint and schematics to advance mission driven directives on a large scale
  • Process on average 3000+ technical work documents, certifications reviews and job closeout analysis on a monthly basis
  • Provides program level supervision and oversight for all Work Packaging efforts, encompassing supervisory, operational, administrative, and budgetary responsibility and oversight for 52 personnel
  • Reports directly to the Advanced Material Planning & Work Packaging Division Director
  • Fluent in various occupational trade technical knowledge Known as a SMEs, verse computer knowledge, in security protocol, written and oral communication
  • Oversee all production codes paperwork and how they progress the job daily through TWD certification
  • Collaborated with other shipyards on the JRC/POU to help implement new technologies and practices
  • Monitored funds, establish annual budgets and ensure expenditures are within tolerance and limits
  • Delegate and allocate funds for merits, awards and personnel time off for a job well done
  • Attend weekly teleconferences for development and construction of new JRC principles and guidelines
  • Managed overall larger scale programs with ultimate authority, through development, planning, implementation, policies and procedures, corporate metrics, execution phase
  • Attended Shipyard improvement meetings for agenda items, corrective actions for commitment tracking system (CTS) items
  • Reviewed weekly analysis team meetings, for shipyard material improvement, resource and standards allocations
  • Weekly SUBSAFE SSIC meetings for audit discrepancies, shipyard updates and issues
  • Developed mitigation plans of actions and corrective actions on findings
  • Enforce the values of providing top-notch customer service, any time that need dictates to support all mission critical work
  • Knowledgeable of the Baseline Project Management Plan and use it to plan the availabilities, monitor, provide oversight, direct, supervise and coordinate Work-Packaging Manager, Work Packagers and Job Readiness Leads
  • Written, created and developed position description for the Job Readiness Cell Program Manager position (JRCPM), Job Readiness Cell Manager position and Code 244.4’s Process Quality & Training (PQT) position
  • Conduct daily surveillances, manage project progress of the availability, update work and evaluate progress of jobs on the waterfront
  • Communicate with off-yard personnel and counterparts on process, protocols and procedure for corporate alignment
  • Attend off site conference, tele-conferences and focus meetings with other shipyard leaders, Navy senior personnel on process improvements, updates to procedures and new program functions
  • Created an internal shift turnover database to uphold clear lines of communications
  • Developed process and procedures programs for Technical Work Document (TWDs), pre-package problem metrics and Technical Work Document Certification Problem Metrics
  • Created and processed the shipyards project short-range view (SRV) weekly metrics
  • Implemented the Work Packaging WARR plan through research and workload measurement
  • Projecting measurement from the current time out to a five-year span
  • Matched the current and future workload to the resources with a mitigation plan to support all waterfront operations
  • Hired personnel based on workload and outlook and upcoming avails
  • Suggested and used alternative methods to support lacking resource
  • Advise senior leaders on most effective ways of using resources plan and strategize for the least amount of schedule change, especially implementing the new JRC process and chapter 7A standards
  • Set short term and long-term goals for code 244.4 to develop a new culture that changes in alignment with technology
  • Prepared fiscal year budgets to support waterfront operations, training and process improvement development
  • Develop a career plan using the Shipyard’s Career Pathways Programs, on the job training and mentoring programs to new packager and JRC leads
  • Ensure all Work Packaging personnel are properly trained and qualified per Pearl Harbor Work Packaging Standards
  • Promote a clean and good standing working environment, where a packager or manager, can thrive on success and stand out above the rest
  • Implement and comply with command surveillance and quality feedback programs
  • Productively, efficiently collect data and monitor metrics looking for possible issues or workload concerns
  • Promote quality improvement, address safety trends and concerns, ensure verbatim compliance and awareness is within our scope
  • Modified, adapted and or refining broader procedures, directives and technical bulletins to coordinate and manage requirements
  • Identify errors, conduct internal audits, find associated trends and make corrections to all deficiencies and findings
  • Promote job site safety and environmental regulations and standards and having the share vision for the SYOP and achieving goals, quality, cost, under budget and organizational behavior
  • Served as acting Advance material planning & Work Packaging Division Director, on multiple occasions to assist with shipyard resources, customer briefing meetings, and daily focus priority meetings
  • Code 200 strategy meeting, deficiency logs and TWD issues, material issues, JML issue relating to material pre and active avail, assess and solve shipyard work stoppage problems, outstanding material issues, analyzing and managing carry-on equipment installations of multiple systems and operational readiness, Material inspections issues
  • Created briefs, reports, memoranda, facilitate meetings (TLS and critique, etc...)
  • Communicated with other programs and codes and made recommendations on process improvements
  • Understanding that NAVSEA, PACFLEET, USFF and OPNAV all utilizes the 9-step process system
  • The generated study WARRs based on ship sheet assessment from the 9-step process and analyzes
  • Dry-dock report to dock/pier conflicts, layercake of overall workload, overtime, full time equivalents, indirect straight time men per day requirements, contracted labor, loans and borrows, risk associated with executing the short and long term proposed workload, compared to include risk to individual availabilities
  • This covers the semi-annual opportunity to influence upcoming and out year budget
  • Man-day size, cost (dollar amount) and duration (length) and total workload
  • Knowledge of the excitability Analysis that is the period that the budget cycle covers
  • Which focuses on individual availability excitability as well as overall excitability of the entire projected workload
  • The Don Budget Cycle culminates in a fleet maintenance board of directors (FMBOD) workload and workforce proposal to FMB
  • The DON address any changes that required for the upcoming year plus 1 and the current year plus 2
  • POM budget cycles culminate in a FMBOD workload and workforce proposal to OPNAV
  • The POM addresses current year plus 1 through current year plus 6
  • Knowledge of the Banking JMLs process in advanced planning which Code 1200 may direct code 244.2 to stop or minimize material ordering
  • The Code 244.2 supervisor will identify which JML the EQS will utilize the banking process
  • EQS will review JML’s in “ACT” and route to the “PSM” bucket
  • Identify your banked JML’s with a unique DOC#
  • For JML’s with previously assigned document numbers older than 1 month, provide a new current Julian dated document number in block #8 and annotate the old document number in block #87 for tracking purposes to provide material continuity
  • DLA assigned JML serial numbers 4800-4849 for the purpose of re-submitting requisitions
  • Knowledge of the FUM/Excess Material Process, which identified by Job Order, using MQSTK query in Mat database, Part number using MQREF query
  • Category code 4, 5 and U
  • The EQS should always check the FUM/EXCESS material using FUM Catalog/DMI
  • Experience with in-service engineering agents (ISEA) and operational commanders for asset availability and optimal equipment deployment strategies
  • Worked with the cannibalization process, which is a process for non-nuclear internal and external cannibalization of shipboard installed material and direct material inventory material
  • Cannibalized material is the responsibility of the PMM, both from donor and receiving project, working with the Business Agent, and the PEPM
  • Experience with the functions and operations of the PMM tracker database
  • Work with the disposition service or (DRMO) process for properly disposing of material
  • I understand the process for Submarine Maintenance Engineering, Planning and Procurement Activity (SUBMEPP) manage the submarine Long Lead Time Material (LLTM) Program, which provides non-standard material for SSN Title 'K' and 'D' ShipAlts
  • Items procured through the LLTM program are traditionally HM&E equipment or material with an acquisition lead-time greater than six months
  • Integration of LLTM within their life-cycle support model generates efficiency through multi-ship procurements, long-range planning, and centralized configuration control
  • In this way, SUBMEPP’s LLTM program helps keep costs down and ensures parts-availability for the readiness of our submarines
  • SUBMEPP does not forecast LLTM that has historically had a large Average Customer Wait Time (ACWT)
  • Knowledge of the CCRP program The Submarine Factory addresses the Navy's imperative to accomplish more than 35 heel-to-toe submarine availabilities
  • Among SUBMEPP's responsibilities in the Submarine Factory are management of the Shop 31 Corporate Component Repair Program (CCRP) and other material initiatives
  • SUBMEPP helps ensure components are in-place to support the bow wave of depot availabilities
  • The driving objective is the shortest time-to-completion for submarine EROs, DMPs, EOHs and SRAs
  • Corporate cooperation on the Submarine Factory helps ensure the lowest cost, while maintaining the requisite quality of work
  • I have knowledge of the Advanced Equipment repair program (AERP) which is (inventory)
  • AERP material is provided as free issue (funded by TYCOMs 2 years in advance)
  • AERP components do not require requisitions (except for CASREPs to expedite delivery), however, we create tracking only JMLS to receive and monitor the items
  • I have an understanding and knowledge of the DLR turn in process and requirements
  • Experience with Code 600 functions and processes, which provide the overhead budget for development of the PHNSY & IMF’s overhead execution IT budgets & phasing plan, and year budget & IT submission-phasing plan
  • Knowledge of their adapting and participating in the installation of approved financial and accounting systems and procedures
  • They review and analyze budget estimates and justifications by department
  • Coordinate and compilation of consolidated shipyard overhead budget
  • Code 600 prepares budgets for each cost center and department as assigned
  • The overhead budgets are developed and approved at the cost class level and job order when appropriate
  • The budgets will meet the technical criteria developed by the Budgeting Officer but will meet the execution and mission requirements of the cost center manager
  • Tracking and monitoring execution of the budget for the cost center managers and the department or office heads
  • He or she prepares charts, which show trends and budget versus actual performance
  • Developed justification for explanations of variances and prepare requests to change the budget
  • Meet with each cost center manager to discuss the trends and financial performance and recommend solutions to funding issues prepare and issue all funding documents for the assigned cost centers, maintaining records of expenditures, recapturing funds, and/or increasing funds as deemed necessary
  • Track outstanding commitment and direct material inventory to ensure accuracy and needs are being met
  • Responding to internal and external data calls to prepare and issue monthly NAVSEA reports
  • Develop budgets, create actual graphs and data for use by the ship commander in discussing budget performance with department heads
  • Materials/assets must be authored with the rotatable pool coordinator which would be the lead EQS
  • They then review drawings, plans, and JML for accuracy
  • Must contact SHAPEC to put change pending if changes are needed otherwise have them put it into approval status
  • Knowledge of JML re-submittals requirements for material that is rejected or replaced
  • If the stock system has a cancellation, the inventory is lost, material is lost during transit, wrong stock system material received, delivery is unsatisfactory, material is on backordered or delayed in stock system, local purchase is required

Combine Trades Supervisor/Zone Manager Code 300

12.2014 - Current
  • Employment Type: Permanent
  • Supervisor Name: Michelle Gideon
  • Supervisor Contact: (808) 368-0711
  • Hours Per Week: 40
  • Responsible for the planning and successful execution of projects in the shipyard utilizing baseline project management plan and use it to plan the availabilities
  • Monitor, provide oversight, direct, supervise and coordinate first line supervisors, mechanics and apprentices of all the various trades
  • Project management often consults me for my expertise in the mechanical area
  • Conduct daily surveillances, manage project progress of the availability, update work and evaluate progress of jobs on the deck plates
  • Constant communication and surveillances, update, execute, and maintain the projects schedule
  • Successfully planned and executed new A&I’s (alterations and improvements) and SA’s (ship alterations) on numerous naval vessels
  • Conducted job summary reviews of different ship system types during pre-planning ensuring the intent of the AWP is met
  • These job summary reviews included ship alterations and improvements, repairs, replacements, refurbishments, system testing and overall ships overhauls
  • Developed the project’s, SPCC strategy, Tank work strategy, Overtime strategy, Safety strategy etc
  • Assisted the Project Engineer planning Manager (PEPM) with the project plan timetable reviews and meeting to ensure project team was on track
  • Conducted Job SWLIN review, researched past availabilities problems, for cost over expenditure and false resource demands in comparison
  • Provide oversight and development of a plan for Internal Cost Price meeting (ICP), conducted with department heads and the Shipyard Commander
  • Managed and oversaw project Resource Constraint Schedule (RCS) by reviewing Histograms and analyzing WARR projections
  • Pert charts, spike reports and gant reports
  • Reviewed possible material issues due to long lead Items not being available
  • Developed alternative methods with tech code or engineering guidance and replacements then made promotion recommendations for upcoming personnel
  • Provide coach/mentoring, personnel development, personnel performance development plan goals (CTD, special qualifications, job lead suggestions), asset reassignment for special skill personnel, multi trades/skill mix placement on project and key jobs, organization promotions, teamwork and shipyard core values
  • Promoted a clean and safe work environment and promptly address noncompliance, then made the proper corrections
  • Acted as a good steward of public funds and appropriations
  • Demonstrate personal results in learning the Shipyard business and increasing the scope of my trade and position
  • Acted and portrayed an individual responsibility for managing the work at the right level and making the right effective decision at the right time
  • Expressed the importance in my daily pre job briefs to my workers, shipyard, project team and my expectations to the workers
  • As a team actively participate protecting classified information by storing and maintain it proper classification in the right area
  • Promoted a good organized and clean work area to reduce the total number of security violations (Physical/Information Technology)
  • Our goal was to achieve a lesser number of violations achieved the prior fiscal year, which is an individual, project team and shipyard goal
  • I instilled the importance of increasing the productive capacity but with safety and first-time quality
  • We strive to achieve an exceptional plan to beat the previous Y16 man-days
  • As a project team we implemented and complied with command surveillance and quality feedback programs
  • We identify error, associated trends and made corrections to all deficiencies
  • Minimize Level 1 and Level 2 problems project team and shipyard wide by promoting awareness
  • I express the importance of a good work practice and performance
  • Which follows the Command’s core leadership principles, program standards and accountability within a learning organization
  • Helping them to develop a career plan using the Shipyard’s Career Pathways Programs, On the job training and mentoring programs
  • As a Combine Trades Supervisor, I provide a safe, clean and supportive learning environment
  • Where the worker could thrive on success and stand out above the rest
  • I instilled the LEAN work practices and process; provide a proper work breakdown structure and schedule
  • Implemented “Shared Vision,” for the whole project team to accept ownership of all work and tasking to be carried out in a timely manner
  • I instilled “Team Building,” as workability meetings Used the “SRV” the most important meeting that looks 6 weeks out

Education

Leadership Training -

Chaminade University of Honolulu
Kaneohe Bay, HI
01.2003

Leadership Training -

Pearl Harbor HI
Pearl Harbor, HI
01.2003

High School Diploma -

Yuba City High School
Yuba City, California
01.1997

Skills

  • Critical Thinking
  • Excellent Communication
  • Maintenance and Repair (Military/Private Sector)
  • Team building
  • Flexible and Adaptable
  • Blueprint and Diagram review
  • Planning and Coordination
  • OSHA Guidelines
  • Logistics Support
  • Training and Development
  • Inventory Coordination
  • Resource Management
  • Budget Management and Report Analysis
  • Process Improvement
  • Policy Design and Development
  • Safety Compliance
  • Project Management

Veteran Preference

5-Point Preference

Low Salary Accept

$120,000

Geo Preference

  • CA, Sacramento
  • CA, San Diego
  • HI, Kaneohe
  • HI, Pearl Harbor
  • WA, Bangor
  • WA, Bremerton
  • WA, Everett
  • WA, Seattle
  • GUAM
  • CA, Chula Vista
  • HI, Central Oahu
  • HI, West Oahu

Race Ethnic Status

American

Personal Information

  • Citizenship: Yes
  • Date of Birth: 08/11/78
  • Gender: Male

Timeline

Work Packaging Program Manager Code 200

12.2017 - Current

Combine Trades Supervisor/Zone Manager Code 300

12.2014 - Current

Leadership Training -

Chaminade University of Honolulu

Leadership Training -

Pearl Harbor HI

High School Diploma -

Yuba City High School

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Reginald A Glenn