John Angus Email and Phone Number

• Business planning and reporting for our team• Ensuring the execution of the Quality Action Plans (QAP) established new models • Monitor warranty data on current model vehicles and worked with other organizations to develop and implement action plans to address gaps in the business plan• Develop Career plans and Individual Development plans for our team members

• Support our engineers in their job activities in an effort to make them wildly successful• Know our engineer's future ambitions and collaborate with them to develop a Career Development Plan that supports those ambitions• Identify and communicate current development opportunities and create tangible strategies to address them • Manage our engineers activities in the reduction of warranty on 7 current production vehicles (see Vehicle Quality Specialist position below)• Manage our engineers activities in the development and execution of warranty recurrence prevention activities on future models - both major and minor varieties (see Vehicle Quality Specialist position below)

• Work cross-functionally with manufacturing, product design, and field quality disciplines to eliminate warranty items.o Use 3 MIS (months in service) as the primary method of identification of high incident rate warranty itemso Execute selective problems solving strategies to identify root causes and create countermeasures and implementation plans for identified 3 MIS warranty itemso Transfer warranty lessons learned to new model launches by evaluating design and manufacturing practices prior to productiono Review JD Power information (IQS, VDS, etc.) and develop collaborative action steps to address noted itemso Review Consumer Reports information and develop collaborative action steps to address noted items• Coordinate pre-production warranty evaluation driveso Assign items found in pre-production activities and assure appropriate levels of completion as defined by the respective launch milestone activitieso Communicate status of warranty items to leadership regularly as required• Incorporate lean manufacturing strategies during the creation and implementation of countermeasures

Responsible for the implementation and facilitation of lean at TSC. Extensive application of kaizen methodology in managing for daily improvement (QCDS), 5S, process mapping, waste walks, etc. at the distribution centers, (manufacturing type focus), store support center (transactional) and store operations processes (mix of both). This has given me valuable experience in both manufacturing and transactional lean facilitation.Instrumental in the development and delivery of company wide lean training. This was a big step in developing "lean thinking" throughout the organization and became a solid base for us to start with when we facilitated kaizen events.Instrumental in the development and delivery of the training development for people who were identified by their leadership to go the next step in their "lean journey." I was also responsible for developing and implementing the training for the new Manhattan warehouse management system implementation. This training was delivered to all members of the DC organization from top to bottom.

• Implement operational excellence strategies in to the manufacturing facilities using lean concepts • Facilitated the creation of value stream maps by product family • Facilitated kaizen point, kaizen breakthrough and 2P events • Implemented abnormality management strategies, hour by hour and quality, cost, delivery, safety initiatives• Developed 'flow' strategies for product families including material footprints, schedules, etc.

•Simultaneously managed programs for 5 different vehicle launches•Managed all activities related to the implementation of new products into the GM Ramos, MX Manufacturing facility•Created, maintained, and communicated master timing chart for the introduction of new products•Coordinated implementation of corrective actions and countermeasures as necessary•Identified all items that adversely affect the ability to execute the build of the new product, whether process or product related, and facilitated resolution to these items using lean thinking and kaizen strategies.•Identified and escalated items that jeopardized program metrics to plant and corporate leadership

Same as above but different model year vehicle and different location.

•Ensured that all dimensional technical specifications were achievable and achieved•Worked with Product and Manufacturing Engineers to identify and resolve fit issues•Supported resolution of high risk dimensional technical specifications and high variation areas •Worked with the Dimensional Engineering Leader to ensure the integration of the dimensional inspection plan into the assembly plant process

•Managed all activities related to running the Trim and Panels Module•Acted as guardian of safety, people, quality, responsiveness, cost and environment for the module•Ensured that GMS/TPS strategies were being fully implemented•Implemented immediate correction for safety and productivity issues•Ensured that team members’ training requirements were achieved•Managed and approved time and payroll for 75 people

• Responsible to ensure that all of the fit and finish requirements for the new model were met prior to launch of the vehicle• Worked with advanced engineering, advanced manufacturing engineering and manufacturing to create and implement solutions to fit and finish shortcomings prior to launch using gemba walks and kaizen strategies to facilitate resolution• Provided regular status updates to all levels of leadership regarding the dimensional status of the vehicle being launched