Joseph Grenda, Lssbb Joe-Grenda@Att.Net Email & Phone Number

La Porte, IN

Lead the manufacturing floor layout modification improving velocity that allowed for the reduction of backlog from 20 weeks to less than 6, while reducing lead times from up to 4 months to 6 weeks in two years. Provided guidance in inventory storage system to utilize an electronic scanning system while simultaneously increase storage capacity by 30% for.

Spearheaded strategic development and communication of four separate organizations in the US (170 employees), China (1000 employees), Taiwan (400 employees) and Mexico (200 employees), related to the integration of products, processes and systems that were used in their manufacture and production to meet consistent and repeatable requirements while.

Directed the quality initiative globally through demonstrated leadership to KI's executive management, suppliers and customers by the development, training and implementation of APQP, Global 8D, PFMEA, Control Plan, DOE, and Run @ Rate methodology, to mention a few. Additionally, as the primary change agent, initiated program management integration with.

Hired by KI to lead and advise in their pursuit of the new market of automotive. Provided the guidance, planning, and training to move from ISO to QS and ultimately to TS. Certification to QS was planned for 24 months but was achieved in 18 months. This lead to acquiring Tier 1 automotive customers that in 2009 accounted for nearly 20% of their total sales.

Provided assistance and direction in the development of the successful transition from ISO to QS9000. Accountable for the implementation and monitoring of the quality systems and processes through internal assessments. In addition provided guidance, training, and technical assistance in the use of quality tools such as Cpk, Ppk, Problem Solving, PPAP.

Directed the organizations cross functional teams in the development, integration, and improvement of the quality systems while simultaneously acting as the QS Certification Representative. As a result of a facility move, formulated a creative approach for customer process validations that saved $250,000 in expected costs and completed all activities in.

Responsible for all quality systems development, implementation and monitoring. Was instrumental in obtaining $2 million dollars of automotive customers through a detailed knowledge of automotive requirements and systems.

Managed and monitored a cross functional team of engineers and subcontractors in the development and construction of multiple medical and commercial properties in excess of $6 million. Responsible for total construction, budgets, and customer, subcontractor, and architectural engineering overview. On average all projects were 9% under budget increasing the.

Coordinated the contracted purchases of 60 buyers for Cook County relating to new equipment, facilities, and software. Most notably served as the liaison for the development and implementation of the CCAPS (Cook County Automated Purchasing System). Wrote, published, and implemented the vendor registration system in addition to teaching technical.

Developed, implemented, and managed the coordinated efforts of cross functional teams in the enhancement of operations by use automated system (Noncontact Weighing and Measuring) and processes improving profitability by 8%. Was charged with the management responsibility from design development, R&D, production implementation, and validation including.

Provided leadership and management in meeting distributor product requirments maintaining a 100% on time delivery. Also, assisted in the coordinated movement of a distribution center to a new facility in the New Jersey area.

Conducted various aircraft systems analysis allowing for the implementation of cost savings improving maintenance control and aircraft performance. Participated in a cross functional team between USAF and TWA by providing statistical analysis that improved the frequency of aircraft inspections resulting in multi million dollars saving both to the Air Force.