Gary Schmidt Email & Phone Number

Sarasota, Fl, Us

Waukesha, Wi, Us

Hired at the Whitewater location to improve current PPAP processes and design quality processes for a new assembly line building high output home stand-by generators. Working with industrial engineers and project manager to create PFEMA and control plans for assembly line and supermarket material delivery. Supervise quality lab employees and schedule inspection requests.

Recruited to this new, non-union facility to lead quality control operations (Faurecia Excellence System) for Dodge Dart parts. Conduct capability studies and internal audits via Six Sigma process. Create monthly reports for senior management regarding customer issues, internal issues, and scrap reduction data. Serve as a liaison with Chrysler and Faurecia quality, engineering, and project management to review Statistical Process Control (SPC) changes. Train employees on use of quality problem solving tools. Document SPC data via Excel. Supervise 3 Faurecia customer liaisons onsite at Chrysler and 15 indirect reports. Lead discussions on quality issues and issue corrective actions with Faurecia and Chrysler suppliers. Recommend solutions to save costs, identify alternate parts, and produce parts faster. Establish implementation timelines. Ensure tools and supplies are in compliance with quality and ISO standards. Participate in candidate screenings for process engineer, supervisor, and customer liaison positions. Prepare work instructions.Reduced parts defects by 87%+, saving $25,200 per year.

Quality Supervisor (8/2009 to 2/2011) Supervised all quality personnel for this operation that generated 45% of the company’s total sales. Team completely assembled up to 60 vehicles per day (ranging from $350,000 to $500,000 each). Assigned work for inspectors regarding inspection/rejection of part processing and incoming parts. Wrote and updated paint repair procedures. Achieved zero workplace injuries during tenure. Managed union team of 7 inspectors, 2 gage lab employees, and 1 salary quality technician.Chaired Corrective Action (CAB) and Material Review boards for M-ATV (Mine Resistant Armor Protected (MRAP) All-Terrain Vehicle). Participants included Defense Contract Management Agency (DCMA) representatives, military officials, SPAWAR military, civilian representatives, Oshkosh Corp. directors, and managers. Inspected material quality; prepared corrective action documentation; presented findings to board.Redesigned materials area, which improved production 8% per shift and reduced scrap by 15%, saving $50,000 per year. Quality Engineer (2/2011 to 4/2012)Monitored quality of parts/supplies from 28 vendors via Advanced Product Quality Planning and Production Part Approval Process. Coordinated projects with engineering, contracts, sales, and manufacturing departments; set and reviewed project milestones. Assessed capabilities of new suppliers. Managed customer and supplier relationships.Replaced supplier and collaborated with two new suppliers, saving an estimated $1 million+ per year with 98% on-time delivery rate, a 38% improvement over former supplier. Improved turnaround of engineering changes by 90% (from 5 months to 10 days) through greater communication among suppliers, military clients, and internal teams.Reduced Problems Per Million (PPM) by 93%, from 30,000 PPM to less than 2,000 PPM, saving $12,000 per year. Result achieved by collaborating with purchasing to create supplier scorecards, which improved communication and planning with supplier.

Assembler, Continuous Improvement (8/2000 to 5/2005; 11/2007 to 7/2008)Assembled vehicles, problem-solve and repair non-conformances for this plant, which manufactured from 1200 to 1650 vehicles per day.Per Diem Quality Supervisor (1/2006 to 11/2007)Managed quality department areas, overseeing 20 direct reports and 50 department personnel. Worked with union stewards regarding grievances and related employee matters.Reduced headcount by 5, saving $162,000 in salary expenses/year, while maintaining 100% coverage of required inspection elements. Direct run (first-time quality results) increased 20%+, from 65% to 85%+. Reduced repeat issues 80%, with instances at 2 per shift versus 10. Promoted from Per Diem Production Supervisor role (2005); managed up to 45 employees. Served as Interim Supervisor for other departments in absence of same.

Managed all plant operations for this facility which manufactured wheelchair accessories, decubitus pads, and pet bets. Led 4 direct reports and plant team of 20. Administered budget for $2.8 million division. Managed and procured $1.12 million inventory. Assured FDA medical product conformance. Oversaw human resources, manufacturing processes, and marketing efforts including annual tradeshows. Aided product development of 5 new pet products. Investigated new foam and gel materials for medical products. Saved $77,000 per year in expenses. Increased plant capacity by 8%, producing an additional 25,000 pieces/year.

Master'S Degree, Public Administration And Social Service Professions

Bachelor Of Science, Business

Associate Degree, Marketing