Douglas Landers, Jr. Email and Phone Number

• Accountable for A3 problem activity and coordinate 5S process• Leader of Lean Implementation training to teach understanding of Lean Principles• Change Agent for Kaizen events to address inefficiencies in operations and quality • Established Visual Management systems and Standard Work in Value Stream

• Provide functional leadership to plant management team regarding all quality initiatives• Manage TS-16949 registered Quality Management System• Manage CAPA procedure for internal and external customers• Manage plant MRB activity which includes nonconforming material disposition• Responsible for Supplier Quality Management

• Provide functional leadership to plant quality team• Coordinate LPA activity for plant functions• Lead corrective action activity for internal and external customers• Advocate for plant with supply chain to address supplier issues• Establish Quality Improvement initiatives with quality engineers and CFT• Coordinate control of non-conforming material for assembly and machining including inventory reduction through MRB activity• Reduction of customer quality PPM year over year (49% reduction)

• Drive corrective action for plant level quality issues as they occur, working proactively to ensure issues do not occur with other products/suppliers• Ongoing support of supplier's quality, cost, and delivery objectives• Proactive leadership working with supply chain during problem solving activities for chronic quality issues• Reduced open Supplier Corrective Action Reports 90%

Responsible for supervising five Quality Engineers and one Supplier Quality Engineer at two manufacturing sites ensuring that employees perform job responsibilities by offering instruction, guidance, and support. • Decreased First Time Quality (FTQ) rate by 20,000 parts per million over a period of 4 months during new product launch• Decreased Customer Complaints by 20% year-over-year by managing Quality Focused Process that also resulted in improved FTQ plant wide• Reduced scrap by 15% through continuous improvement activities in each value stream• Established Early Production Containment (GM GP-12) for ignition products• Coordinated customer visits to address quality issues (GM fast response) utilizing problem resolution reporting (5-why, 8-D, Drill Deep and Wide, etc.)• Coordinated “Change Management” activities for the ignition business• Coordinated PPAP activities for various suppliers

• Designed quality systems in compliance with QS-9000 requirements (Lead Auditor)• Conducted failure analysis on returned generator components• Designed Process Flow Diagrams, Process Control Plans and conducted Process Failure Mode Effect Analysis• Reduced rotor scrap by 20% using Shainin Technical Problem Solving methods• Development, coordination and implementation of Statistical Process Control (SPC) procedures using operators, skilled trades and engineering input

• Met requirements to reduce budget for rectifier bridge operation –reduced by $500,000• Reduced floor space for finished goods by 40% by implementing lean manufacturing techniques• Reduced in-process inventory by 30% utilizing flow manufacturing principles• Responsible for problem solving and implementation of corrective action for thru-put and equipment reliability issues

• Coordinated lean manufacturing implementation for generator manufacturing facility• Conducted continuous improvement workshops for manufacturing departments• Utilized methodologies of the Toyota Production System and Kaizen principles to improve manufacturing operations• Taught Value Stream Mapping to manufacturing management to identify waste in the manufacturing system • Performed Takt time analysis to optimize material flow in manufacturing processes • Established “pull systems” for material flow from receiving dock to manufacturing departments