Quality leader for Controls and Avionics Solutions business area

Responsible for product conformance and process compliance for a $50M revenue site. Leads a quality team comprised of 36 staff for an operation producing ceramic matrix composites and raw materials for commercial air, military, and space applications. Responsibility included developing new product quality processes, operational excellence, and best practices to transfer to other GE plants within the business unit. • Orchestrated value stream mapping, gemba walks and 5S, to reduce cycle times of processes that were impacting the customer which resulted in a cost savings of $375,000. • Reduced external quality escapes by 50% YOY from 2017 to 2018 through structured RCCA’s that identified and eliminated systemic root causes, as well as read across failure modes efforts to other sites. • First plant from eighty sites to implement early adoption of APQP (FMEA, Control Plans, SPC) at GE Aviation. Organized engineering & operations teams by process area to proactively identify risks and establish mitigations to prevent quality issues at source of creation. • Facilitated implementation of SPC for key characteristics through collaboration from a cross functional team comprised of design, manufacturing engineering, and quality which resulted in early warning of potential non-conformances. • Implemented site quality concern reporting system that collects real time information from the shop floor personnel concerning quality issues, work instructions deficiencies, and overdue calibrations which reduced quality audit findings by 50%• Certified site to latest revision of AS9100 through site risk assessment, advance planning, rigorous internal audits and department preparations. Additionally, improved YOY performance for defined special process technologies audits (metrology, infra-red, laser marking, ceramic thermal processing, ceramic matrix tape)

Led plant operation and FAA repair shop for commercial and military aerospace AC/DC relays and contactors. Responsible for safety, quality, delivery, cost, and employee engagement of 200 persons. Annual revenue of $42M consisting of domestic and global sales to other TE plants, distributors, and OEMs. Activities included sales planning, continuous improvements, hoshin kanri goals review/progress, design reviews, supplier chain reviews, capacity planning, and talent reviews.• Improved ship-to-schedule from 50% to 88% by focusing on eliminating internal components quality issues, purchased component deliveries management, capacity planning with rigorous schedule adherence, inventory control, waste reduction through kaizen activities.• Reduced overtime by 50% during first six months by load leveling the production schedule and maintaining a weekly cadence of customer orders on the factory floor. Resulted in 10% plant efficiency improvement. • Implemented work force tier accountability meetings to ensure all facets of the plant were communicating customer needs. Communication driven upward from shop floor for quicker resolution by weeks and improved accountability and impact at all levels within the plant.• Improved employee engagement from 36% to 65% favorable response by implementing employee suggestion program, roundtable discussions, policy standardization, and supervisor accountability training.• Reduced repair area turn-around-time from 60 days to 10 days through value stream mapping project that identified opportunities of waste and removal from the process steps that resulted in improved customer satisfaction and contract renewals.

Led quality team across four global manufacturing plants (USA, Mexico, and India). KPI’s consisted of customer complaints, PPM’s,certification, scrap, and customer response times. Activities consisted of metrics review, customer quality calls, design reviews, supplier parts verification, calibrations, quality data analysis and quality skill training. • Improvement projects were implemented using kaizens that produced cost avoidances of $250,000; projects included new layout of inspecting material and migration to built-in quality on the assembly line and machining areas.• Implemented practical problem-solving reports with a focus on systemic corrective actions, layered process audits, FMEAs, and real time quality data collection that resulted in a paradigm shift from reactive to proactive quality approach.• Implemented CoPQ (cost of poor quality) using SAP at nine plants in the business unit, which resulted in accurate and real time management of inventory scrap, WIP scrap, and supplier caused scrap and rework / sorting costs. Global initiative resulted in $750,000 in savings and recovery for the business unit.

Strategically led plant quality team in daily activities, continuous improvement projects, and management of KPIs. Daily activities consisted of quality calls, warranty reviews, customer satisfaction audits, supplier parts verification, tool calibrations, quality data analysis. Improvement projects were implemented through kaizens using PDCAs that produced cost avoidances of $70,000; projects included robotic weld improvements, paint defect reductions, and tooling fixture repeatability.• Led a successful plant recertification of ISO 9001:2008 and assisted in acquiring OSHAS 18001• Established cross functional core team and acted as plant interface to eliminate Low Hour Warranty failures. Managed plant quality activities to address high dollar claims and prevent reoccurrence which resulted in a cost avoidance of 150,000 dollars. • Acted as the Quality leader for the World Class Manufacturing system. Using tools such as the quality matrix, quality network, HERCA, X-matrices, and quality gates. The team was able to identify and eliminate quality issues that resulted in $100,000 in cost savings and rework.• Implemented supplier performance feedback system that resulted in $40,000 in cost savings• Established training program for functional quality and all employees that resulted in an increase of 25% participation using quality tools.

• Performed process mapping, implemented standard work instructions, and quality detection throughout line. to reduce defects per unit (DPU) by 80% which resulted in a cost avoidance of $500K. • Established customer repertoire with onsite DCMA during review of findings and implementing effective RCCA to resolve issues and improve month over month trends in repetitive findings• Led three simultaneous DMAIC projects as a coach and facilitator that were completed on schedule and led to $150,000 cost avoidance. DMAIC projects were defined by strategic costs reductions. • Generated a cost avoidance of $200,000 due to a reduction from 4 to 2 DPUs at vehicle deprocessing. Accomplished goal through real time data collection, structured problem solving, and reporting mechanism. Some specific examples were cracked periscopes, loose fuel line connections, cracked ramp levers, misrouted lines, broken fire extinguisher wires, and misaligned road wheel arms.• Acted as a catalyst for company cultural paradigm shift from analyzing specific root cause analysis to systemic root cause analysis. Trained and coached plant personnel and other facilities on how to use 3 leg–5 why problem solving analysis.

• Revised incoming quality procedures and developed metrics at Toluca Assembly Plant to reduce repetitive issues, reduce third party sorting, and reduce inspection costs by $350,000. Managed TS16949 audits. • Implemented Supplier Development program in Mexico to focus on systemic weaknesses for selected high risk suppliers, reduced quality costs by 1.2 million dollars. • Conducted lean manufacturing workshops using value stream analysis and 5S throughout the Toluca Assembly Plant to reduce costs associated with quality which resulted in 850,000 dollars savings• Developed and implemented an internal read across strategy among Chrysler plants to systematically eliminate failure modes by commodity, program resulted in better sustained quality and cost avoidance of $250,000 dollars. Furthermore, it reduced annual quality spills from 12 to 4 spills (70% reduction) or a cost savings of $890,000 dollars

Managed soldiers in several different management positions; first line supervisor of a 24 soldier mechanized engineer team equipped with 12 vehicles; first line supervisor of a 28 soldier obstacle removal and excavation team equipped with 18 vehicles; executive officer for 102 soldier organization that was responsible for the coordination of all operations, communications, supply, maintenance, and arms room; staff officer which developed all operational and training plans for a 400 soldier organization.