Responsible for Quality Assurance activities

Short term contract to analyze processes and provide improvement plan.Flow - Material and Resources, identify waste or gapsInventory/Material- Standarize and capture locations and processesBench Stock - 2 yr analysis of use to set up line materialWork Content - Mitigate work, reduce batch size, remain flexibleTime Studies - Capture times on common part, extrapolate for like part to create standards for costingQuick Changeovers/Fixture Analysis - Response to work content and ergonomics to deal with variation in partsStandard Work Instructions - Reduce variation in processesVisual Factory - Materials, Work Instructions, Metrics BoardBenchmarking - Capture how variation is absorbedTraining - Value Add/NonValue Add and APQP with emphasis on PPAPNew Product Launch Prep - Follow APQP Capital Improvements - Current capability analysis for determing technology improvementsErgonomics & Safety - Analysis of material handling, repetitive motion, quantities and content Value Stream Mapping - Current state and future state VSM’s with identified actions for improvement

Supplier – Train and track suppliers in the implementation of APQP termed PAQP within Bell, including all deliverables for PPAP including preparing and submitting FAIQuality Control - Chart and track quality control metrics (SPC) and support corrective actions utilizing “5 Why”, 8D, A3 methods of investigation and implementation in conformance with AS9100.Capital Improvements – Analyze requirements against performance to determine appropriate measures for ensuring ability to meet/exceed customer expectations utilizing new equipment, technology or processes.Standardization – Standardized work instructions, flow and control methods for internal and external requirements.Cost Analysis – Time Studies and historical performance metrics used for either capital or outsource justification (Make vs. Buy) by compiling, analyzing and maintaining current cost data and ROI.Production – Work Flow, Labor estimates using labor hour performance and workforce maturity. Material for jobs and appropriate financials for realistic job costing and analysis.

Layout Redesign – Layout, Equipment, Tooling, Workflow, Assembly Methods, & Work Force Utilization.Define Core Process – Establish clear boundaries for start and stop, key processes, key decision & control points.Bench Stock (Floor Stock) Maintenance & Control – Order Quantity, Restock Quantity, Audits, Placement & Forecast Provisioning.Quality Control - Chart and track quality control metrics (SPC) and support corrective actions, impact/difficulty and Fishbone methods of investigation and implementation.Safety/Ergonomics – Investigation and Implementation of corrective actions on plant safety issues. New Product Line – Layout, Flow, Methods & Processes, Manning, Operator Utilization, Equipment.Vendors & Suppliers – Contract analysis and replacement, best product with least cost of implementation and maintenance, JIT planning and support.

Layout Redesign – Layout, Equipment, Tooling, Workflow, Assembly Methods, & Work Force Utilization.Define Core Process – Establish clear boundaries for Gate Start and Gate Closure, key Gate processes, key decision & control points, and RACI clarification/standardization.Tooling Procurement & Control – Standardize Forms, Processes, Maintenance, and Tracking & Control of DAI Tooling.Materials: GP & AP – Analyze and/or Standardize: Contracts, Credits, Invoicing, Dated Material, PR/PO Processes and Tracking.Bench Stock (Floor Stock) Maintenance & Control – Order Quantity, Restock Quantity, Audits, & Forecast Provisioning.Quality Control - Chart and track quality control metrics (SPC) and support corrective actions utilizing “5 Why”, 8D, and Fishbone methods of investigation and implementation.Piece Parts- Business Expansion – Improve accuracy, control, repeatability, reproducibility, and minimize costs associated with Piece Part R&O. Cost Analysis and ROI for proposed improvements.Accessory Cleaning Shop – Compliance with Environmental Regulations, Appropriate Processes and Efficiency.Safety/Ergonomics – Investigation and Implementation of corrective actions on plant safety issues. New Product Line – Layout, Flow, Methods & Processes, Manning, Operator Utilization, Equipment.Vendors & Suppliers – Contract analysis and replacement, best product with least cost of implementation and maintenance. Green Initiatives – Design and implement environmentally friendly program for disposal and process of waste. (Vendor, receptacles, placement, pick-up, specialty programs.)Lean Initiatives – All projects utilize lean manufacturing principles.

Inventory Tracking - Cycle Counting with methodology changes to capture problem areas for reconciliation.Quality Control - Chart and track quality control metrics (SPC) and support corrective actions utilizing “5 Why”, 8D, and Fishbone methods of investigation and implementation.Material Handling – As run at rate increased, ordered necessary Capital equipment for those needs. Authorization for Expenditures – AFE’s with management summaries. (Large and small forks, yard truck, computers, office buildings, etc.)Procedures – Standardized work instructions for support departments to insure accurate inventory tracking and provide data to track key measurables of efficiency and repeatability for quality. ( FPB, Plasma, Crane, & Yard crew)Cost Analysis – Time Studies to determine feasibility of, and expected cost for expanding production scope (Saginaw Pipe) and Cost Analysis and ROI for proposed improvements.Make vs. Buy - Justification for outsourcing inefficient operations until updated equipment acquired. ( Base Plate)Production – Ensured that production had material for jobs, and allocated appropriate financials to jobs for realistic job costing and analysis.

Manufacturing systems – Entered component routings, updated weekly production reports, work center maintenance.Plant layout– Reorganized production areas to maximize throughput as demands changed.Quality Control - Analyze and update FMEA’s, support PPAP analysis including preparation and submission of FAI, perform Design of Experiments. Chart and track quality control metrics (SPC) and support corrective actions utilizing “5 Why”, 8D and Fishbone methods of investigation and implementation while adhering to ISO standards (9000 then 16949).Work Methods – Performed operator skill assessment measurements (time studies, downtime, and operator utilization) and worked with production to help balance the assembly lines.Work instructions – Technical operator instructions, originally JIG (Job Instruction Guide) later changed to more comprehensive version PFP (People Focused Practices). Use of OEE and Prato charts in conjunction with PFP’s to define, measure, analyze, improve and control processes. Developed visual aids to improve visual quality inspections for operators. Supported new builds to ensure processes were repeatable (First Article & PPAP).Lean Manufacturing – Involved in all aspects of the lean initiatives through kaizan events to reduce the amount of work-in-process and cycle time utilizing various lean tools: Value Stream Mapping, OEE, TPS principles, Line Balancing, Poka Yoke, SMED, TPM, RACI, FISHBONE, P3, SWOT Analysis, Impact Difficulty Matrix, 1 Piece flow.Process improvement – Interfaced with suppliers, operators, and customers to resolve internal and vendor related issues including cost analysis and ROI

Daily bond transmittal, bond activity, bond trouble maintenance, daily night deposit, file, and account for main and branch cashier drafts, daily money order and daily/monthly travelers check balances, train new tellers in all areas listed above plus payrolls, travel to branches to train and help when needed, training in new accounts, IRA's, CD's, and basic ATM training. Secured & Unsecured investments. Skills also include supervisory and customer relation skills.