Quality management professional with extensive experience in quality system development and deployment, manufacturing processes, product introduction, strategic planning, high performance work organizations and quality standards such as ISO9000, QS9000, Q1, Targets For Excellence and MIL-STDS.

Skilled in technical problem solving, lean manufacturing principles, six sigma methodology, supervision, advanced product planning, and project management.

Experience:

Confidential, Menomonee Falls/Wauwatosa, Wi/York, Pa 1990-Present

Corporate Director Quality and Operational Excellence , 2007-Present
Direct all aspects of the organizations quality management system as noted below and the operational excellence (lean/six sigma) initiative including enterprise wide strategy, execution, and training.

• Author Operational Excellence Strategy inclusive of Vision, mission, objectives, change management and communication plan.
• Supervise 5 managers, 22 salary, 16 hourly, and matrix reporting of 6 plant quality managers.
• Developed organizational “CIS” Continuous Improvement System roadmap. Began journey in 2009; current state assessment of each business unit, developed future state of each business unit, trained 138 employees in CIS/lean concepts
• Operational Excellence annual goal of $14M. GB/BB/MS achievement of between 3X 11X of salary for 48 organizational full-time resources.
• Cost of Quality goal of $15M through 2012; $4.2M to date.
• 5% annual quality/warranty goal.
• Trained a combination of 112 Green and Black Belts. Projects totaled $22.1M in savings since 2007.
• Direct Operational Excellence Implementation Team (OEIT).
• Direct Quality Leadership Team (QLT).
• Develop and implement Voice of the Customer (VOC) system inclusive of Customer Satisfaction Index (CSI), customer intent to repurchase, and JD Power rating.
• Annual budget management of $5.2M.

Corporate Quality Director , 2006-2007
Direct all aspects of the organizations quality management system function including ISO9000 registered conformance, product validation, strategic quality planning, change management, data analytics, conformity of production, process improvement, and variation reduction.

• 30 day warranty reduced by 8% in 2006.
• 365 day warranty reduction of 4.8% in 2006.
• Direct 2007 model year introduction; 4% quality improvement
• Organizational quality budget reduced by 5.2% in 2006.
• Supervise 3 managers, 14 salary and matrix reporting of 6 plant quality managers.
• Reduced annual budget by 11% through departmental reorganization.
• Authored corporate quality strategy and associated mission, vision, and objectives.
• Direct Quality Leadership Team (QLT).

Quality Director, Confidential, 2003-2006
Direct all aspects of the plants quality management system function including ISO9000 registered conformance, product validation, strategic quality planning, metrology laboratory, and supplier quality verification. Serve as PPG circle co-captain for quality planning process.

• Reduce plant non-conformances by 34%.
• 30 day warranty reduced by 18% Softail and 24% FLT.
• 365 day warranty reduction of 8.8%.
• Cost of Quality reduced by 25.2%
• Introduced and implemented the “quality at the source” philosophy.
• Supervise 2 managers, 20 salary and 86 hourly employees
• Reduced annual budget by 21% through departmental productivity improvements.
• Introduced and implemented both a Quality Strategy and a Product Audit Strategy.
• Authored York 5-year quality plan defined to improve quality performance annually by 15%. Consolidate 8 individual quality plans into 5 product platform and one global plan.
• Quality Leadership Team (QLT) captain.
• Developed and implemented cost of quality system.
• Manage Annual budget of $5.8M.
• Reduce quality staff level by 22 employees; convert to “non-traditional” roles.

Manage all aspects of the quality system and function including ISO9000 registered conformance, product validation, strategic quality planning, metrology laboratory, and supplier quality verification. Serve as PPG circle captain for quality planning process.

• Reduce plant defects by 61%
• Improve assembly plant received quality by 83%
• 30 day warranty reduced by 68%
• 365 day warranty reduced by 72%
• Introduced and implemented the “quality at the source” philosophy.
• Supervise 3 salary and 26 hourly employees. Reorganized traditional structure to create three “non-traditional” quality positions.
• Reduced annual budget by 22% through departmental productivity improvements.
• Implemented statistical process control.
• Authored Pilgrim Rd. 5-year quality plan defined to improve quality performance annually by 12%.
• Attended 2 dealer shows and 2 rally’s and served as powertrain quality representative.
• Quality Leadership Team (QLT) captain.
• Developed and implemented cost of quality system.

• Managed a cross-functional team of 18 employees from all business units through the process.
• Documented all business critical processes through value stream mapping. Developed corrective action system, management review process, audit system, and documentation system.
• Achieved certification in 15 months.

Manage all aspects of the quality metrology system and function including laboratory, supplier quality verification, gage design, purchase, and calibration, and supervision of 12 hourly employees.

• Manage annual departmental budget of $975,000.
• Developed and implemented supplier certification program performed by hourly personnel. Reduced “Sample Inspection Report” cost $34,000 annually.
• Received MIL-9828 governmental certification for Bomb Lug Navy project.
• Facilitated the first H-D contractual “self-directed” work force thereby eliminating the need for a supervisor.
• Justified and purchased $1,780,550 in equipment to provide quality dimensional evaluation capability.

Confidential,WI 1988-1990

Quality Manager 1988-1990
Manage all aspects of the quality system and function including Ford Q1 and GM Targets For Excellence registered conformance, product validation, strategic quality planning, metrology laboratory, supplier quality verification and metallurgical validation.

• Managed 15 employees in a 24 hour/7 day format.
• Directed efforts and received both Q1 and Targets For Excellence certification.

Confidential,1976-1988

Quality Technician/Engineer 1984-1988
Supervise all Gage Laboratory and product evaluation activities.

• Reduced departmental cost by 7.8% through improvements.
• Monthly scrap and rework reporting.

Computer Programmer 1982-1984
Responsible for writing FOCUS (For On-line Computer Users) programs.

Industrial Technician 1978-1982
Development of product cost and machine layout/utilization standards.

Ratesetter 1976-1978
Development of machine operator incentive standards.

Education:

B.S.B.A. Operations Management
A.A.S. Industrial Technology

Professional Certificates/Associations:

• American Society for Quality member.
• Certified Quality Engineer (C.Q.E.)
• Certified Auditor ISO9000 (Excel)
• Lean Manufacturing Certification through Lean Learning Institute, Novi, Mi
• Statistical Engineer, Saginaw Steering Gear, Saginaw, Mi
• Green Belt, Six Sigma Institute, Scottsdale, Ar
• Toyota Production System Certificate, Georgetown, Ky