Managed activities to implement and maintain a quality system to become the supplier of choice in cost, quality, technology, and safety.Implemented receiving inspection to prevent defective parts reaching the assembly and molding operations driving supplier PPM from 3000+ to less than 300.Drove the implementation of a standard job book system detailing important functions to assemble and mold parts.Drove completion of eFP documentation resulting in 200K of tooling PO dollars.Drove the use of standard APQP document workbook containing the Character list, Process Flow Map, FMEA, and Control Plan

Managed improvement activities on the flexible machining centers to improve through put by applying lean principles to product flow within the work cellUpdated facility layouts using Autocad to document current flow and analyze proposalsDeveloped capacity analysis spreadsheet determining manpower and machine requirements given valve and fitting productionCompared standard work documentation between China and US operations and proposed improvements in China to resolve Poka Yoke requirements listManaged material usage for non-h9 and h9 bar stock.

Managed improvement activities across diverse array of supplier products and processes in injection plastic molding, stamping, assembly, fasteners, heat treat, felt, and paint Eliminated or reduced issues from supply base and manufacturing processes by applying Six Sigma problem solving techniques Coordinated product design changes activities at the supply base thru implementation at manufacturing Insured First Part Approval process was completed correctly by pro-actively working with supply base to address discrepancies and solutions Managed Off-Shift quality coverage program Coordinated manufacturing process issue resolution with supply base Led quality action teams resolving issues across the manufacturing processes and the supply base Drove improvement activities to reach CPK goal of 1.33 for critical suppliers

Job rotation during my tenure as a Project/Industrial engineer included fabrication, paint, materials, and assembly. Applied Six Sigma problem solving techniques to eliminate or reduce issues in manufacturing processes. Managed model routers creating and updating detailing labor and part usage Completed cost requests detailing effects on labor and processes from manufacturing and/or product design changes Eliminated non-value added activities and/or improved part presentation by leadership of lean Kaizen events Managed re-arrangement activities of equipment within the manufacturing facility and equipment transfers from other divisions Reduced die change times across plants by managing several quick die change events Developed and instituted analysis spreadsheets to evaluate schedule level changes across multiple departments and lines Developed and instituted control chart analysis to evaluate manpower requirements for yearly profit plan