ISCO International is a small company that specializes in Radio Frequency Spectrum Conditioning at cell sites for wireless companies.• Managing the existing ISO 9001 registration and leading the company's TL 9000 initiatives including the implementation of the TL 9000 compliant measurements.• Managing the company's monitoring and improvement activities through the Corrective/Preventive Action system, Return Material Authorization (RMAs), production failures and quality issues that arise with our customers or internal operations.• Creating formal process description documentation for existing deployment projects. Transforming existing list of responsibilities into high-level flow diagrams, turtle charts, swim lane diagrams, and a task RACI matrix to help all company employees understand the process. Applied this documentation to operations of quote-to-cash and services of trouble-to-resolve.• Creating purchase order, sales order, project margin, and sales opportunity summary reports from Exact MAX data within both Microsoft reporting services and Exact Synergy reporting tools.

Coriant was a merger of three telecommunications equipment companies including Tellabs. As a member of global services, the multi-year integration efforts included projects that first merged reporting for both internal and external customers and then migration to a single process supported by a single system, which typically went from on-premise to the cloud.• The reporting platform had usability limitations. Investigated MS Power BI and migrated existing reports from the on-premise SharePoint system [integrated SSRS] to Power BI resulting in managers using their mobile devices and report creation in less than 5 seconds instead of 15-30 seconds. • Company integration required former Customer Relationship Management (CRM) systems to be migrated to Salesforce. Developed report modifications and data migration queries for old cases, customer information, and other data from the old CRMs that were uploaded into Salesforce. After the migration, the data and reports continued to be available.• A hardware services integration required customer and product information from SAP to be migrated to Salesforce. Managed the subproject’s SAP to Salesforce data schema mapping, extraction scripts and upload procedure. The initial bulk loading was successful for testing and subsequent cut-over to Salesforce production.• The original updates of the Salesforce to Services Data Warehouse was limited to once daily. Developed the automated SQL Server jobs that used the Easysoft Salesforce ODBC API that resulted in 4 hour updates because incremental updates took less than 10 minutes. Further, weekend full data updates kept the data schema consistent.• New products added to the TL 9000 registration required expanding the tool that automated TL 9000 monthly submissions. Created the stored procedures in the Services Data Warehouse for the new products that passed subsequent quality audits.

As part of the new company's initial integration effort, aligned and merged the reporting needs within global services customer technical support. Reporting is required for internal operational reviews and external customer business reviews.• The company's initial reporting of overall operational and performance results from the 3 legacy Customer Relationship Management (CRM) systems and new Salesforce CRM was done manually via spreadsheets. To improve effectiveness and efficiency, a Services Data Warehouse was expanded to import required data from all CRM production systems. The data structures were studied and T-SQL queries developed to provide a consolidated data view of customer support ticketing information.• Reports designed and created to provided automated monthly trend reports on aggregated cases/incidents created, closed & remaining opened; Service Level Agreement (SLA) performance for on-time/overdue critical, major & all severity cases; outage results for frequency, duration average & SLA performance; adjusted/calendar age for closed & remaining open cases; escalated & customer rejection rates; and customer transaction survey on question response average & survey response rate. • Designed and implement filters to the reports to allow users to explore the data. Filters exist for customer geographic regions, each CRM, customer accounts, product families, and product.•To avoid contractual penalties, recreated a customer hardware reliability report through merging current Salesforce data with historical data from the prior system. Customer was satisfied having this MTBF report available again.• Maintained the data configurations required for all global services reporting.

Helped society members to pass American Society for Quality (ASQ) certification exams. Instructed students in the Body of Knowledge (BoK) and prepared them for the exam in the following certifications: * Certified Manager of Quality/Operational Excellence (CMQ/OE) Review, * Certified Six Sigma Green Belt (CSSGB) Review, and * Certified Quality Engineer (CQE) Review. Also taught the basics of a QMS in “Introduction to Quality Management”.

Managed the Platforms business line ISO 9001 and TL 9000 Quality Management System (QMS) certification within the customer-required, global Alcatel-Lucent QMS certification. As the organizational point of contact, oversaw quality auditing program and submission of TL 9000 measurements.• Orchestrated the organizing, planning, preparing and training of the Platforms organization for the annual third- party audits for TL 9000 registration. o The initial registration project was complex and covered company-wide value chain by merging over 50 QMS registrations. o The maintaining of one global ISO 9001 and TL 9000 QMS certification significantly reduced the third-party auditor costs while maintaining customer expectations.• Managed the business line internal quality audit program that included about annual 25 audits. o Each audit required assigning auditors, providing initial scope, and setting overall schedule. o Identified non-conformities and improvement opportunities through internal quality audits as a member of audit teams, with resolving corrective actions (CA) being the most import part of quality audits, monitored the timely completion of all CAs.• Project managed about 30 product quality engineers who validated the field performance data and provided responses after analyzing gaps to targets for 20 TL 9000 measurements on 60 products. The monthly on-time completion resulted in no issues associated with submission of the measurements.

Project managed the quality activities for two large Wireless product software development teams.• Owned the quality section of the software release project plan that required negotiating quality exit criteria and release activities. Every release saw improvements in delivered SW fault density from the prior release.• Delivered project status quality reports used by the development teams to adjust project resources and activities that resulted in finding more errors though document review, code inspection and testing. Forecasted customer found errors were based on current project trends and past release historical data.

Following the Lucent spinoff from AT&T, the delivery of solutions/offers to the AT&T Customer required reengineering. This included defining new roles and responsibilities, processes, and organizational structure to address the complex integration of multi-product, multi-organization, and third-party products.• Facilitated an improvement project with an executive and team of managers through using the QI Story problem-solving methodology to understand issues and create improvement actions. This resulted in reorganization and improvement activities for delivery to support the new relationship with this customer. The team received R&D Operational Excellence Bell Labs Presidents Silver Award for the approach and results.