-Lead multi-discipline product team to plan, define, and implement New Product Development (NPD) product initiatives for the product line to achieve end-market growth objectives-Lead multi-discipline product team to plan, define, prioritize and implement continuous improvement product changes to improve quality, reduce cost, and grow revenue via new features-Facilitate effective decision making across the organization to prioritize initiatives-Gather and organize data to develop and assess business case scenarios to optimize return on investment-Utilize critical thinking to support problem solving and creative solutions in a team environment-Communicate program status, including risks and mitigation plans, across the organization and with executive leadership-Develop program timing to support successful launches on time achieving cost, quality, and volume targets

Lead cross functional NEW Product Team responsible for the implementation stages of concept validation through start of production launch for the new 2000 series 9-Speed transmission in support of the Allison Business Plan and end market business strategies.Lead cross functional CURRENT Product Team responsible for maintenance innovation to continuously improve on cost, quality, minor feature enhancement, and compliance post launch for the current 1000/2000 series 6-speed transmission in support of the Allison Business Plan product objectives for cost, warranty and quality as defined by Allison Staff.-Implement approved product strategies for the 1000/2000 Series 6 & 9-Speed transmissions.-Manage all product and scope changes and be the single point of contact across functions for all opportunities/changes related to the 1000/2000 Series 6 & 9-Speed transmissions.-Prioritize opportunities including warranty, strategic directives, customer requests, supplier requests, revenue/growth, cost reduction and military quote requests to strike a balance for the business by applying the appropriate mix of resources.-Prepare and review gate exit reports with the Allison Staff upon completion of deliverables per the New Product Development process (NPD).-Conduct product initiative reviews with the Allison Staff at a regular cadence or as requested.

-Managed and lead the efforts of quality supervisors and quality engineers.-Lead tracking and root-cause-analysis/improvements, including customer complaints, cost of poor quality.-Lead interface between customers and plant for quality.-Managed QA SOPS and reaction plan documents.-Developed systems and staff to analyze customer and internal quality statics to identify opportunities for continues improvement.-Monitored performance according to agreed standards.-Planned and managed departmental activities in accordance with agreed budgets.-Managed plant performance by department against agreed targets and budgets and within company policies and standards.-Continuously improved processes for all aspects of quality assurance.-Established standard operating procedure to maintain quality for all products.-Maintained and reported customer scorecards to the Operations Staff.-Effectively communicated strategy for the improvement and awareness of quality issues company wide.-Coordinated with all areas of the production process, both pre-production and in-production for key components necessary for the full and accurate fulfillment of a customer order.-Maintained KPIsThe plant realized a 40% improvement in Assembly FTQ and 47% improvement in OEM Acceptance during my tenure in Plant Quality.

-Lead cross functional team-based approach to problem resolution and reporting for OEM, warranty and plant related defects.-Managed inspection, calibration, and repair of 2000+ gages.-Maintained layered process auditing system.-Oversaw reliability audits, process inspections and receiving inspection.

-Participated in the training and development of new employees.-Managed personnel, material, and equipment safely and effectively.-Met production cost, schedules, and quality requirements through the utilization of established manufacturing processes and methods.-Facilitated floor operations and removed barriers for employees to meet measurable objectives.-Implemented and maintained Total Productive Maintenance (TPM).-Complied with the terms of the labor agreement.-Complied with and implemented company policy.Reduced Shaft FTQ rejects 42% (2010-2014)Reduced Pinion/Sun Gear overtime 77% YOYLead successful launch of new Hob & Shave tooling to reduce headcount in Pinion/Sun Gear departmentImplemented a buffer strategy to eliminate “red” buffers in all assigned areas

-Motivated, mentored and directed 3 salaried Operations Supervisors and 2 salaried Operations Technicians-Directed the activities of up to 50 hourly production workers and 9 skilled tradesmen across 3 departments in a semi-clean room environment.-Lead cross functional Kaizen events-Lead structured problem solving activities using the DMAIC process and its accompanying analytical and statistical tools in order to develop new and improve existing manufacturing processes.-Implemented and audited assembly cell standardized work.-Ensured that emergency, PM, and corrective maintenance concerns were promptly resolved.-Performed ISO9001/TS16949:2002 1st party process-approach quality audits.-Ensured that emergency, PM, and corrective maintenance calls were promptly resolved.-Scheduled/maintained Skilled Trades safety training (i.e. Lockout, Confined Spaces).-Authored and implemented Windows Visual Basic computer based training program.-Complied with the terms of the labor agreement.

-Determined and scheduled daily production requirements for 3 shifts on 3 injection molding lines, a metallization line, paint line and multiple assembly modules.-Actively worked with quality, manufacturing, and industrial engineering departments to reduce scrap, variability, and TAKT time in assembly cells and production line-Complied with the terms of the labor agreement