Mitchell Rigdon

•Manage the procurement of hundreds of inventory items (raw material resins, packaging, MRO, etc.) and multiple outsourced services necessary to support production schedules and project timelines •Analyze historical consumption, future forecast demand, and pricing to continuously improve re-order points and economic order quantities of inventory items •Develop and maintain strategic supplier partnerships for key materials/services •Negotiate with suppliers to continually seek opportunities for cost/risk reduction and quality improvement •Evaluate suppliers and monitor supplier performance routinely while providing supplier with feedback •Engage with different business functions to develop supply chains for new business opportunities •Work with lead auditor on completing multiple supplier on-site audits throughout the year

•Held responsibility for continued implementation of 5S lean manufacturing/continuous improvement project and metrics for F-35 Flight Line •Conducted weekly audit of 14 Run Stations and determine corrective actions from the compiled audit metrics to ensure compliance to 5S Run Station layout •Compiled, analyzed, and presented audit and safety checklist metrics to production supervisors and management •Created and presented layout and storage solutions to improve upon the flow of equipment in the Run Stations •Worked with Management and Run Station Supervisors to improve feedback and communication system

OLDP is Lockheed Martin's two year rotational program for high-potential early career employees. It is intended to prepare participants to successfully compete for leadership positions in key areas of production operations, manufacturing, supply chain/sourcing, and quality. The experience consists of four cross-functional assignments, Technical Development Curriculum (TDC) classes, Leadership Development Conferences (LDCs), and Cross-Functional Business Projects.

•Completed data traces of the 32 National Defense Industrial Association Earned Value Management guidelines on Earned Value data to assess readiness for the 2012 Defense Contract Management Agency (DCMA) Validation Review •Proactively participated in and facilitated root cause analysis events on the 107 discrepancies that resulted from the internal data review and DCMA review and recommended corrective actions •Worked closely with internal stakeholders and closed open actions resulting from root cause analysis events •Worked with a team to develop and submit the Earned Value Management Corrective Action Plan which reduced the DCMA withhold on contracts from 5% to 2.5% •Directed bi-weekly meetings for the Program Management policy board, made up of VPs, Directors, and Senior Managers, to review and approve suggested Earned Value process changes •Assisted in development of LM Aero system description documents and processes including Directives, Work Instructions, Checklists, and Job Aids ensuring process changes are compliant with requirements •Created a collective summary document of changes in 20 Earned Value processes which was distributed to internal and external stakeholders to inform them of recently released changes

•Aided in the development and management of a capacity/capabilities analysis tool to prevent supplier bottlenecks and allow for easy determination of supplier capabilities •Performed analysis of supplier/buyer affordability survey and provided management with list of top perceived drivers of inefficiencies •Analyzed data of weekly subcontractor management information to determine if order requirements are behind schedule and compile metrics to show management areas that need improvement •Completed RFQ’s and executed cost analysis of changing from current manufacturing process/supplier for multiple airframe parts •Assisted in auditing over 8,000 purchase orders to determine their consistency with government requirements and provided corrective actions to the buyers

•Successfully managed a project to remove six tons of cardboard from the value stream by changing the supplier packaging process for four components •Implemented a returnable container with a supplier and switched to a consistent internal bin system for the four components which aligned to the current kanban system •Negotiated prices and processes with the component supplier for the duration of the project to see over a $2,500 annual cost savings

•Collaborated with five team members to complete a high level assessment of the trends and implications related to the increasing scarcity of water •Evaluated the potential opportunities that this assessment may create for Travelers Insurance •Highlighted significant emerging issues and regulations related to water scarcity •Analyzed new market opportunities that are potential areas for new product and/or service introduction for Travelers Insurance

•Provide information about housing to hundreds of current, incoming, and prospective students and answer families’ questions •Guide prospective students and families on tours of the residential hall, highlighting key features •Track and check out hall equipment and room keys to residents, sort and distribute mail to residents and staff, and answer and direct telephone calls •Created training PowerPoint presentation for the yearly mandatory staff training sessions •Effectively trained seven new hires on front desk procedures including guest service •Successfully completed training in harassment awareness, privacy practices, emergency procedures, and security

• Analyzed the strengths and weaknesses of opposing teams as well as my team to develop successful game strategies • Adapted successful coaching techniques which strengthened my interpersonal communication and mentoring skills • Provided training direction, motivation, and mentoring to help players grow personally and as athletes • Planned, orchestrated, and conducted practice sessions for varsity baseball players while developing my leadership and time management skills • Collected and assessed records of player, team, and opposing team performance