#Managed Total Quality department of around 40 people, include 4 senior quality supervisors and 12 quality engineers#Overall quality control , include incoming material quality management, in-process quality control and continue quality improvement, customer support on quality#Managed OE ( Operation Excellence) department of around 15 engineers, include IEs , Information and Automation engineers#Production efficiency improvement, automation projects coordinate, process optimization for cost reduction#Worked with other functional departments to shorten lead time and improve customer service

#Managed quality department of around 50 people, Including 2 managers and 10 engineers or supervisors#Made up company quality goals and track improvement actions to achieve company quality goals#Drove continual improvement activities such as process yield improvement, customer complain reduction, other waste reduction or elimination, etc#Improved FPC yield from 87.9% in Q2 2012 to 97.6% in Q4 2014#Reduced customer average monthly situation to 2.1 cases in Q4 2012 and 0.75 cases in FY2014/15.#Was 12 quarter rated as Class A supplier from Q3 2012 by Ingenico, one key customer in Europe, Original Class C rating in Q1 2012.#Set up HSF ( Hazard Substance Free) system in June 2013

#Managed quality department of around 90 people, Including 5 supervisors, 24 quality engineers, about 60 quality inspectors#Made up company quality goals and track improvement actions to achieve company quality goals#Set up communication platform for quality improvement, monthly quality review meeting, weekly department meeting for key actions follow up and engineers training#Built up and develop quality departments to deeply involve process management. Conducted engineers training on process capacity analysis, FMEA, MSA, problem solving skill (8D), SPC and other quality tools. Conducted process control skill and failure analyze skill training#Perfected quality system management and enhanced quality procedure execution, review quality system procedure and conduct quality procedure training for whole company#Set up quality database for suppliers management and process improvement actions tracking#Worked with manufacture engineering and production team to reduce CoPQ ( Cost of Poor Quality % of standard manufacture cost) from 3.2% to 1.3% in FY 2011#Led quality team to support Cisco product qualification, product ram up and process improvement, total 7 projects was success qualified and launched MP from Mar, 10, First Pass Yield improved from about 70% to 95% or up

Managed and couched a quality department of about 60 people, including 2 senior quality assurance engineers, 8 quality engineering engineers, 2 customer quality relationship engineers, 2 green product system engineers, 4 IPQC/FQC (In-Process Quality Control & Finish Goods Quality Control) supervisors, and more than 40 inspectorsBuilt up a professional and responsive QA team by introducing intensive training programs such as Six Sigma, Lean Management, QC 7 tools, and an array of systematic tools for problem solving. Significantly improved employee’s engineering knowledge, self-confidence, customer orientation, and quality pride. Oversaw and actively participated in the development and deployment of QFD (Quality Functional Development), DOE (Design Of Experiment), Design FMEA (Failure Mode and Effects Analysis), SPC(Statistical Process Control), COQ(Cost Of Quality), 5S, QCC( Quality Control Circle) tools at prototype stage for computer hard drive manufacturing. Vigorously applied design-in quality methodologies in pilot and mass production phases. Made sure continuous quality improvement in place and working accordingly in mass production phase.Constructed and executed timely quality assurance platforms applied for daily, weekly, monthly, quarterly and annual operations. These platforms now became the benchmarks in the companyAssured that finish goods’ quality meet and exceed customers’ requirements and specifications; along with customers, successfully qualified over 20 new products marketed to world-wide customers, including customers from North American (USA and Canada) and Asian marketsReceived No.1 Supplier’s Satisfaction Awards from Maxtor in 2006Involved in and coordinated the development of a global customer quality satisfaction surveyWithin the first year of employment as QA manager, worked closed with Engineering and Production Departments and reduced internal COF (Cost of Failure) by more than 50%

#Managed a process engineering team of 6 process improvement engineers, 1 scrap control engineer, 8 team support engineers, 2 project senior engineers and 8 engineering technicians#Was responsible for NPI (New Product/Process Introduction), including product transfer, process revamp, new line set up, and production ramp up, and product/ process qualification. Successfully completed the set up and qualification of ALPS and C2, two major production lines at that time in Wuxi campus#Was responsible for MPO (Mass Production Optimization)#As a Six Sigma Black Belt, managed Six Sigma projects and project teams.

# Worked as a Process engineering team for procss management and continual improvement# Clean room and cleaning process management# ESD control and management#Acted as a corporate chemicals coordinator, ensured that company chemicals management align with government policies and laws#Worked with maintenance team and optimized Slider Potting process setting by conducting a series of DOE’s to solve product Low Shear Strength problem; significantly reduced SDR (Slider Drop Rate, and therefore process down-time) from 8000 PPM to less than 100 PPM