• Manage quality core tools programs, including technical support, document updates and associated training• Manage Core Tools Support™ (CTS) Software, including product demos, product improvements, user groups and sales• Manage AIAG publications through initiation, development and release• Promote thought leadership as a speaker at various industry, professional association and educational events

• Implemented and presented performance metrics measuring performance to customer's scope of work• Managed team to addressed customer claims, quality non-conformances, and performance metrics• Managed 2016 four wall inventory, reducing error by over 98% from prior inventory• Developed work instructions and visual aids• Managed ISO quality system; including internal audits, management review, document control• Managed and resolved customer quality concerns• Reduced outbound shipping discrepancies by over 50%• Reduced outbound premium freight shipments by over 50%• Participated in implementation of JD Edwards warehouse management system

Unfortunately, TCT Stainless closed in August 2015. Accomplishments during that time include:• Managed quality testing lab, including tensile testing, sample prep and hardness testing• Implemented gage calibration system to internalize and manage calibrations• Managed ISO recertification audit, resolving four inherited non-conformances

• Updated TS 16949 QMS, addressing 3 major non-conformances upon arrival to a successful zero non-conformance audit in nine months• Completed multiple PPAP(s) for multiple higher tiered suppliers & implemented tracking matrix• Implemented quality issue tracking to manage customer issues• Updated management review process to include relevant metrics for all QOS processes (prior TS non-conformance)• Upgraded internal audits to include all QOS processes and control plans (prior TS non-conformance); audits used process approach and were traceable to TS 16949 standard• Instituted three continual improvement teams to address milling, cutting, and delivery issues• Closed multiple corrective actions for customer and supplier pass through issues; addressing systemic causes, process improvements and eliminate defect repetition; included 3 Legged 5 Why Root Cause analysis• Reduced customer PPM by over 85% for largest customer (about 50% of business)• Supervised quality staffing consisting of: two quality engineers, one quality coordinator, two quality technicians (union), and multiple permanent and temporary inspectors – including hiring, training, recommending for permanent employment, and termination• Addressed scrap rate for a customer experiencing over 7% scrap, reducing the rate to under .25%• Updated control plans and PFMEA(s), including control plan auditing and reverse PFMEA• Conducted monthly quality reviews with hourly/union workforce

• Initiated transition of abandoned ISO Quality System to ISO/TS-16949 Quality System• Completed multiple PPAP(s) for automotive and non-automotive customers• Instituted quality issue tracking and document control systems in E2 Shop Maintenance System• Completed 8D problem resolution reports for internal and external quality or process issues• Completed final inspection Certificates of Conformance for mining and aerospace components• Completed First Piece Approval and approval for successive manufacturing process steps• Managed one Quality Technician; instituted logging and tracking daily reports• Completed component feasibility review and determined measurement requirements• Assigned shop priorities and job routing

• Completed ISO update for recertification audit and preparation for TS-16949• Completed multiple PPAP(s) for automotive and non-automotive suppliers• Implemented FARO Gage+ Arm CMM, including programming and product layout• Approved parts for First Piece Approval and approval for following manufacturing process steps• Completed receiving inspection for hardness, dimensional, and plating/e-coat verification• Facilitated Management Review meetings per TS-16949 standard• Completed 8D problem resolution reports for internal and external quality or process issues• Managed 20 member production crew, including hiring, training, discipline, and termination

• Managed 135 member supplier base for catalytic converter, stabilizer bar, and driveshaft commodities, including defect tracking, part return, reject management, completion of permanent corrective actions, and controlled shipping• Reduced exhaust component supplier interruptions from 40/month in 2002 to 21/month in 2006• Closed customer non-conformances of supplier pass through defects without repeat occurrence• Completed appropriate supplier site visits to support incoming quality and process improvement• Managed three incoming quality auditors• Assumed Quality Engineer position for Stabilizer Bar commodity

• Managed and closed customer quality issues without repeat occurrences through the 8D process.• Designed, modified, implemented, and maintained catalytic converter assembly processes, including MIG and resistance welding, robotics, leak testing, manual assembly, and data and attribute gaging• Reduced off-standard production heads by designing and modifying assembly fixtures• Facilitated section's cost reduction process, reporting updates to Plant Operating Committee• Maintained control plans, PFMEA(s), and flow charts to TS16949 standards• Completed in design reviews and testing for new model parts, equipment, and packaging• Developed and maintained customer relationships to maintain product quality standards• Attended Six Sigma Black Belt Training, completed two projects; passed Visteon Six Sigma exam• Winner of 2001 Visteon Quality Award for work on the J16 (Mazda MPV) Exhaust Manifold Team

• Designed, modified, and implemented assembly lines for Chrysler and General Motors gas tanks, including time studies, conveyor layout, assembly tooling, and equipment commissioning• Conducted a supplier PSO as a manufacturing representative to determine process capability

• Designed, implemented, and maintained various stamping, molding, painting, and assembly manufacturing processes for speaker grilles, sheet metal stampings, and energy impact absorbers• Reduced scrap and increased process throughput using capital investments, process layout improvements, operator training, and material handling techniques• Developed and maintained customer relations to establish quality baselines and continual improvement, serving as customer liaison for process, quality, and engineering changes throughout the product’s life• Developed and implemented die maintenance that increased safety, part quality, and die life• Managed control plans, PFMEA(s), process flow charts, work instructions, and PPAP(s)

• Supervised a maintenance crew with mechanical, electrical, welding, machining, and hydraulic repair trades. • Developed and implemented preventive maintenance work orders throughout the plant.