Currently placed at Teijin Automotive Technologies

Managed the budget for approximately $9 Million in tooling for 32 tools and secondary equipment.• Led team remotely during COVID-19 using MS Teams, GoTo Meeting and other tools to launch three programs for Mobis Alabama (Tier One for Hyundai/Kia) for injection molding, painting and assembly of instrument panel (I/P) components. Tooling built in Korea and China.• Created timelines using MS Project and updated APQP tasks in PLEX system. • Oversaw the design and buy-off for ultra-sonic welding and de-gating equipment for assembly of I/P components.• Worked with Toyota body engineering to develop designs for hood molding programs with chrome plated parts and tools for 11 components for three assemblies for a 2021 large truck program.

Worked with engineering team and business manager towards a successful launch of 2020 Instrument Panel for Cadillac Escalade program providing pre-production parts to GM on-time.Utilized IAC proprietary software to manage multiple aspects of program along with MS Project, Excel and other tools with teams in Arlington, Texas and Monterrey, Mexico.Presented early gate review information to management for health check on program.Approximately $14 Million in tooling and secondary equipment.

Developed program timing for Tier One suppliers to multiple OEMs for plastic electro-plated components for interior and exterior applications for approximately $9.5 million in revenue. Worked with tooling engineering in China and Auburn HIlls, manufacturing engineer to optimize products for manufacturing in China and Mexico. Prepared and presented gate review information, followed APQP processes to complete programs and submitted Production Part Approval Process documents while managing budget items and test plans. Travelled to China and Mexico for production launches. Achieved plating line approvals through Tier 1 supplier to Honda.

Launched high volume truck emblem program responsible for approximately $10 million in revenue and a tooling budget of $1.2 million with chrome plated components and heat staking assembly process. Track timing, budget and product validation. Working with team in injection molding, electro-plating and assembly to continuously improve on performance targets. Developed time lines, budgets, and launched production for luxury vehicle emblem program using ultra-sonic welding for improvement in assembly time. Tracked issues and identified areas for improvements based on lessons learned to meet internal and customer targets. Held PDT meetings internally and with customer.

Managed Timelines, Budgets, and Open Issues for backlit switches and PRNDM indicator assemblies. Worked with team members in Troy, MI and Kunshan, China.

Worked on Cost Reduction proposals. Developed concept scope and definition. Reviewed supplier proposals and business cases. Worked with Industrial Design, Tooling, Manufacturing, Validation and Engineering to ensure timely delivery of concepts. Managed initial stages of major re-design to change a Long Haul truck roof to use sheet molded compound instead of fiberglass reinforced plastic.

Identified cost-saving opportunities through collaborative workshops, as key member of Purchasing’s team value management group. Learned basics of Ford WIPS (purchasing system) and WERS (engineering release). Educated self on Ford’s Agreed Cost Model process, including financial information and calculations used to build the model.• Reinvigorated cost model tracking process, which had been dormant. Refined and improved the process. Created secure e-Rooms to maintain controlled copies of cost models.- Reviewed cost models for 85 different commodities with multiple suppliers, equaling more than 300 items.• Reemphasized to purchasing managers, buyers and cost estimators how cost models would help improve overall purchasing process by stabilizing pricing and accelerating negotiations.- Clarified process resulted in higher number of approvals compared with previous year.• Verified calculation accuracy in achieving cost targets. Typical cost savings were 3-4% in difficult economic environment. Teams’ ultimate savings were nearly $1.3 billion.• Collaborated on training materials to clarify steps in the Agreed Cost Model process.• Participated in Value Add/Value Engineering (VA/VE) workshop.

Managed APQP (Advanced Product Quality Planning) of locksets, steering-column lock modules, and inside door handles. Developed project teams and identified resources to meet project-timing requirements for interfaces and assembly.• Launched more than 20 part numbers on 10 vehicles.• Responsible for programs equating to $12 million in revenue.• Led international cross-functional team of 8-10 members from design, engineering, quality control, sales, and purchasing located in Wisconsin and Tennessee.• Implemented warranty parts return process to quickly identify, track, and resolve field issues in U.S., Canada, and Mexico, reducing potential warranty cost and increasing customer satisfaction.• Played key role in DFMEA (Design Failure Mode and Effects Analysis) and PFMEA (Process Failure Mode and Effects Analysis).• Used Shainin problem solving and prevention techniques.

Reviewed and revised component-level specifications to meet vehicle and security requirements. Released components to purchasing.• Led Lockset Product Development Team. Provided systems-level interface among doors, electrical, rear compartment, instrument panel, steering column, manufacturing, and marketing and planning groups involved in keys and lock cylinders.• Collaborated with various departments to provide process assembly documents and sequence for GM assembly center personnel for first single-key system with transponder technology and lock cylinders.• Conducted onsite reviews of suppliers with GM supplier quality engineer and buyer for sourcing decision.• Reviewed and approved validation testing documentation.

Selected and led teams from engineering and manufacturing through a structured Design for Manual Assembly review process with focus and progress towards designs which met both customer needs and assembly center requirements.• Identified potential re-design opportunities and areas for labor savings utilizing Boothroyd-Dewhurst software and disassembly methods to analyze current parts and concepts.• Facilitated redesign workshops for engineers; followed through on projects to track implemented designs, with realized and potential cost savings of approximately $2 M.