Christopher Newman

As a military engine Subject Matter Expert (SME), analyzed the business requirements and provided data interpretation and operational experience in the root cause corrective action for hot-section distress in 28 C-17 jet engines on seven airplanes in a combat environment. This interpretation took place in a series of quality process clinics and focus groups with Ph.D. mathematicians and engineers. Through personal account and the use of operational videos, effectively explained why the engines were experiencing the hot-section spikes.

This effort aided in the recovery and repair of more than 200 engines worldwide and the avoidance of catastrophic failures related to hot-section distress. The estimated fleet-wide savings totaled $94 million.

Stepped in to perform data analysis, a root cause investigation, and records recovery for over three years of maintenance history and 450 million lines of data. This effort required a total of six personnel and three months to correct.

This initiative recovered approximately 400 fly hours for the unit with a cash equivalent of $11 million over five years. Furthermore, the effort exponentially improved confidence in the engine maintenance history and saved $2.5 million in parts and labor.

Developed an enterprise-wide forecasting database that integrated internal and external databases and forecasted company involvement from manufacturing, sales, inventory, part/module performance, and customer demand rates with 95% accuracy. The EDW successfully projected requirements up to three years out from a given report date.

Consequently, saved the military engines unit over $500,000 in direct labor costs within the first year. Additionally, projected more than $3.2 million in direct labor costs and up to $12 million in surplus inventory loss and military spare parts sales within four years. The effort was ultimately adopted in the commercial jet engine business and played a critical role in digital transformation initiatives over the next three years.

Reduced the IT server room square footage by 60% using lean principles inclusive of waste elimination, space optimization, and work standardization. Then, identified and removed the unnecessary or obsolete equipment, such as old servers, monitors, keyboards, cables, and racks. Finally, consolidated and rearranged the remaining equipment to best use the available space.

The new physical space allowed for the optimization of other IT on-site support activities and a complete IT space remodel. Transitioning to cloud-based data reduced support costs and optimized sharing for over 1,000 users in the four-square-mile refinery and chemical plant. Ultimately, the equipment removal saved $3.5 million and 100,000 man-hours. Furthermore, the effort was a significant component of the foundation for the digital transformation strategy being driven at the executive level. Finally, these efforts led to recognition as the organization’s top lean coach.

Coordinated with corporate IT data groups, site management, IT operational support, and business users to lead a mass records disposal and classification effort. Next, trained business users in SharePoint and advised on best practices for use optimization. These actions resulted in a successful transition to cloud storage, elimination of management costs for seven servers, and a training effort that instructed business users on how to manage and process their working data for process improvement and cybersecurity more efficiently.

The new business process change for data cleanup, management, and governance saved the company $350,000 per year in data storage and management subscription fees.

First, performed a staff-assisted visit. Then, created and delivered a 120-day training program that typically lasted seven months. Successfully trained three individuals in data analysis, maintenance planning, and supply logistics in an accelerated format. This guaranteed confidence in their ability to perform work during wartime activities and monitor, correct, and advise a combat flying unit of all maintenance issues and repair requirements.

The training prevented possible catastrophic loss of life and equipment damage valued up to $1.5 billion. Over the next two years, the office obtained outstanding ratings in operational readiness exercises and inspections conducted by U.S. Air Force Command Staff representatives.