Developed product-specific introductory trainings for electro-mechanical safety devices used in high voltage systems (e.g., electric vehicles and chargers). Generated proprietary slide decks and narration scripts for deployment in end customer's learning management system to familiarize employees with new technology.

 Hired as part of a new management team to transition the company to Lean manufacturing. Moved equipment to optimize space and transportation, streamline processes, reduced cycle times, and established quality requirements while production lines continued to operate.  Responsible for implementing new Process Engineering department. Oversaw existing Quality Engineering and Assay lab personnel. Duties included typical budget management, performance reviews, maintaining correct staffing levels and provided training for problem solving and Lean practices to improve team’s technical capabilities.  Consolidated two Attleboro production buildings into one building; saving significant overhead and reducing transportation waste. Defined processes to specify the purchase of new custom equipment, monitor the supplier build process, and validate completed equipment.  Oversaw several capital packages for infrastructure improvements; new equipment purchases and building modifications. Daily involvement with critical safety issues while maintaining throughput on extremely old equipment.

 Reporting directly to Sensata’s Global Quality Director, I am one of two full time Black Belts within Sensata. I cover high impact, high value issues for North America and Europe locations. Protect customers from quality and supply shortages by providing technical leadership for identifying, implementing and facilitating DFSS, DMAIC and/or LEAN process improvement projects. Deliver training as needed for the global quality team (example: Critical Thinking, other problem-solving tools and methodologies). Develop Six Sigma / Lean data-based problem-solving culture within the company by coaching, consulting, and leading projects. Perform detailed statistical analysis of project data. Established failure analysis procedures to be used on customer returns to find failure mode and drive root cause corrective actions. Use TrackWise (a data management system) to prioritize customer returns and lead multifunctional teams to implement corrective actions. Frequently called upon to assist with failure analysis on new and unusual customer returns for Sensata’s capacitance pressure transducer. Collaborate with cross-functional teams to obtain capital when needed for improvement projects. Assist with APQP activities such as Design and Process FMEA’s as required. Typical project will address customer satisfaction, have a cost saving or cost avoidance over $1.0 million, and include a cross functional team. Completed several projects within the past year totaling $15kk-$20kk/year. Coached Six Sigma Green Belt project at Sensata make sites valued at over $1,000,000 per year.

 Managed a staff of 13 degreed Engineers and Technicians assigned to support Sensata’s $80M/year Industrial Sensing group responsible for the design and ongoing process support of ceramic capacitive and MEMS based sensors for a wide range of applications. Duties include, but not limited to technical support of make site production lines in Mexico and China, facilitating technical solutions within the constraints of the established process, managing individual’s performance, developing individual’s skills and capabilities, and recruiting engineers. Technical problem-solving spanning a wide range; brainstorming new design concepts, selecting new manufacturing methods, increasing product yields, resolving quality issues, addressing customer concerns, defining assembly operations, overseeing the build and validation of production line equipment, solving logistical issues, debugging production line processes, and defining product requirements. Experience with recruiting engineers and technicians; college graduates and experienced engineers. Member of Cornell University and UMass Amherst campus recruiting teams for Sensata. Obtained Six Sigma Black Belt Certification Jan 2013. Frequently assigned to difficult technical issues outside of normal business group to coach teams with production and design problems. I developed and teach a semi-annual class - Critical Thinking – a prerequisite for all Sensata Attleboro engineers to take Green Belt 6-Sigma certification class. Experienced with DMAIC, Lean, and DFSS; both my own projects and coaching others. Strong statistical background and practiced at DOEs, MSAs, Capability Studies, and overall data analysis. Frequent travel to manufacturing sites to resolve production line issues with root cause analysis. Frequently involved with cross functional teams to produce DFMEAs, PFMEAs, 8Ds, and various corrective action reports for customers.

 Managed a technical staff about 30 degreed Engineers, technicians, and operators for TI’s Pressure Switch business. Responsible for product from initial design through sustained manufacturing of TI’s Pressure Switch business (approximately $90M in yearly sales). As technical leader, my job function covered routine duties including maintaining appropriate staffing levels, policy deployment, determining business and design plans/objectives, resolving technical issues (both design and manufacturing), prioritizing jobs, customer interfacing, enlisting other department’s support, overseeing Center of Expertise (COE) issues, people development, and much more. Lead the Pressure Switch Center of Expertise (COE) through Best Cost Producer (BPC) transition. Coordinated design activities of TI Holland and TI Japan with make site in Mexico while TI consolidated plants and moved production lines to Mexico. Handled technical and personnel talent problems during this transition.

 Fulfilled the Design Engineering and Program Manager roles for TI’s first vented ceramic pressure transducer for General Motors to be used as an Oil Pressure Sensor (OPS); high volume production (>1M units/yr) Designed a new Ceramic Sensing Element (CSE) with a vent path to allow changes in atmospheric pressures to equalize and thereby prevent output shifts. Managed a cross-functional team to move the OPS from concept to production. Responsible for directing and motivating the team, managing customer interface, schedule, and project budget and reporting to senior management.