NAS-410 RT Level III
NDT.org Member Since: 2013
Added: 6/3/2013
Last Updated: 6/3/2013
Last Updated: 6/3/2013
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State:
CT Connecticut
Country:
United States
Status:
I am willing to Travel.
I am on a job and will finish soon.
I prefer permanent jobs.
I am on a job and will finish soon.
I prefer permanent jobs.
Certifications
„« Applus RTD, Radiographic Level III certification
„« Applus RTD, Digital Radiography 40 hour course
„« Atlantic NDT Training, Level III examination
„« MetLab, Visual Level III examination test results
„« Alcoa Howmet, RT Level III Certification
„« Alcoa Howmet, PT 40 hour course
„« Rolls Royce plc, RT Level III approval letter
„« Pratt & Whitney Canada, RT Level III approval
„« Pratt & Whitney EH, RT Level III approval
„« Sikorsky Aircraft, FSPP Inspector Certification
„« Conval Inc, RT Level III appointment
„« AS9100B Auditor Training Certificate
„« OSHA 30 Hour Construction Certificate
„« 3-P Leadership Training. 1989. Certificate
„« Howmet Casting Technology 101. 1988. Certificate
„« Applus RTD, Digital Radiography 40 hour course
„« Atlantic NDT Training, Level III examination
„« MetLab, Visual Level III examination test results
„« Alcoa Howmet, RT Level III Certification
„« Alcoa Howmet, PT 40 hour course
„« Rolls Royce plc, RT Level III approval letter
„« Pratt & Whitney Canada, RT Level III approval
„« Pratt & Whitney EH, RT Level III approval
„« Sikorsky Aircraft, FSPP Inspector Certification
„« Conval Inc, RT Level III appointment
„« AS9100B Auditor Training Certificate
„« OSHA 30 Hour Construction Certificate
„« 3-P Leadership Training. 1989. Certificate
„« Howmet Casting Technology 101. 1988. Certificate
Education
Broward Community College, Davie, Fla
ASSOCIATE OF SCIENCE IN RADIOLOGIC TECHNOLOGY
Degree: 1980
Northport High School, Northport, N.Y.
HIGH SCHOOL DIPLOMA
Diploma: 1974
ASSOCIATE OF SCIENCE IN RADIOLOGIC TECHNOLOGY
Degree: 1980
Northport High School, Northport, N.Y.
HIGH SCHOOL DIPLOMA
Diploma: 1974
Experience
06/14/11 to Present: Quality Inspection Services, Manchester, CT
DIRECTOR of AEROSPACE TECHNOLOGIES
02/11/10 to 6/14/11: Quality Inspection Services, Manchester, CT
RADIOGRAPHIC LEVEL III
08/07 to 11/19/09: Howmet Corporation, Hampton, Va
RADIOGRAPHIC LEVEL III
03/90 to 08/07 Howmet Corporation, Hampton, Va
RADIOGRAPHIC LEVEL II
01/87 - 03/89 Howmet Corporation, Hampton, Va
1st SHIFT SUPERVISOR/RT LEVEL II
01/86 - 01/87 Howmet Corporation, Hampton, Va
2nd SHIFT TEAM LEADER/LEVEL II
DIRECTOR of AEROSPACE TECHNOLOGIES
02/11/10 to 6/14/11: Quality Inspection Services, Manchester, CT
RADIOGRAPHIC LEVEL III
08/07 to 11/19/09: Howmet Corporation, Hampton, Va
RADIOGRAPHIC LEVEL III
03/90 to 08/07 Howmet Corporation, Hampton, Va
RADIOGRAPHIC LEVEL II
01/87 - 03/89 Howmet Corporation, Hampton, Va
1st SHIFT SUPERVISOR/RT LEVEL II
01/86 - 01/87 Howmet Corporation, Hampton, Va
2nd SHIFT TEAM LEADER/LEVEL II
Comments
MANAGEMENT PHILOSOPY
As an NDT leader I have fashioned a management style that places an emphasis on developing a motivated and quality oriented inspection staff. Key components to this end are an environment of trust, fairness and recognition. Having the respect of individuals responsible for both the inspection and of the interpretive rendering is critical to achieving a quality product while meeting production goals. Employees should feel good about the environment they work in as well as the job that they do.
The next element of significant importance is training. I have found considerable benefit in continuing the training process well beyond initial certification into process training. As in-process situations arise requiring oversight or involvement my response is to fully document both the cause and correction into modular learning presentations. This is very important for keeping everyone on the same page as well as for new employee training.
The collection of data related to personal development and performance should not be overlooked. Spreadsheets detailing achievement to targets, first time yield, error rates as well as problem pareto charts are useful tools in the identification of improvement opportunities. I have found that this approach permits me to identify and correct issues before they become a drain on resources or capital. The data has allowed me to identify individuals struggling with certain aspects of their job and then work with them through a documented improvement process. Additionally, weakness in work instructions have been identified through problem pareto charting, prompting me to make revisions to bring clarity to the process.
I view the position of a Level III to be a very proactive job well beyond certification testing and audits. My goal is to create a healthy and satisfying work environment, targeted personal development and individual/department metrics coupled with an objective of reducing over processing.
As an NDT leader I have fashioned a management style that places an emphasis on developing a motivated and quality oriented inspection staff. Key components to this end are an environment of trust, fairness and recognition. Having the respect of individuals responsible for both the inspection and of the interpretive rendering is critical to achieving a quality product while meeting production goals. Employees should feel good about the environment they work in as well as the job that they do.
The next element of significant importance is training. I have found considerable benefit in continuing the training process well beyond initial certification into process training. As in-process situations arise requiring oversight or involvement my response is to fully document both the cause and correction into modular learning presentations. This is very important for keeping everyone on the same page as well as for new employee training.
The collection of data related to personal development and performance should not be overlooked. Spreadsheets detailing achievement to targets, first time yield, error rates as well as problem pareto charts are useful tools in the identification of improvement opportunities. I have found that this approach permits me to identify and correct issues before they become a drain on resources or capital. The data has allowed me to identify individuals struggling with certain aspects of their job and then work with them through a documented improvement process. Additionally, weakness in work instructions have been identified through problem pareto charting, prompting me to make revisions to bring clarity to the process.
I view the position of a Level III to be a very proactive job well beyond certification testing and audits. My goal is to create a healthy and satisfying work environment, targeted personal development and individual/department metrics coupled with an objective of reducing over processing.
