Kathy M. Wagner Email and Phone Number

• Responsible for New Product Development; includes transition activities to Production.• Present New Product information to DCMA prior to Government Source Inspection (GSI).• Work with DCMA Inspector to resolve concerns found during GSI activities.• Created and improved multiple quality procedures. Procedures include a Quality Plan for a new turn-key product, receiving and final inspection requirements. • Manage Customer Monthly Report submissions to meet CDRL contract requirements; Customer and Internal Program Management Reviews; and formal Corrective Actions.• Material Review Board responsibilities to review and disposition non-conforming product.• Change Control Board approval authority for Hardware, Mechanical, and Software Changes.

• Manage the quality program for a Tier One defense OEM. Coordinated with OEM design and quality engineers to clarify acceptance criteria and rework strategies to improve yields. Used data analysis to identify multiple failure trends for root cause corrective action activities, which, lead to design changes and process improvements. Result: Production yields continue to improve from <10% in 2017 to over 90%. • Core team member for the implementation of a new ERP system, Responsible for managing the quality department’s portion that included all decision making for system processes and access permissions, created work instructions, planned, and provided training for all of quality and engineering personnel. Result: Implementation was successful with only minor occurrences.• Supplier management for accessing and new supplier approvals. Responsibilities include working with suppliers to resolve quality issues root cause corrective action investigations and process audits, Quality System surveillance audits, and AS9102 first article approvals.

• Successfully managed 4 Program Managers, 1 Material Service Center Manager, 4 Quality Engineers and 3 Quality Control Supervisors• Managed customer programs and requirements for Tier One Aerospace and Defense Manufacturers such as, Boeing Commercial Airplanes, Boeing Defense Systems, Lockheed Martin, and Northrop Grumman.• Oversite of Customer Satisfaction of 13 key customers for On Time Delivery and Quality. Developed internal metrics to monitor and identify potential delivery risk to proactively reduce late delivery occurrences. Began with 1 customer satisfied (green) on delivery and upon my departure, 11 key customers were reporting green with the remaining 2 customers improving towards a green rating.• While overseeing the management of the FAA/EASA Material Service Center (return/repair process), ensured the repair station and quality control manuals were current and changes submitted for approval as well as training manuals, and adherence to antidrug and alcohol prevention program. Established key drivers and data collection methods to monitor quality performance. • Customers lacked a clear understanding of the plan to resolve delivery and quality issues. Created program review presentations to outline actions and status for addressing areas of concern and improvements. Result: This significantly strengthened our customer/supplier partnerships and lines of communication. • Successfully led multi-functional teams such as engineering, manufacturing, planning, logistics, customer service, sales, and supply chain in addressing quality and delivery issues that allowed Esterline Power Systems to continue meeting customer expectations.• Approved New Product Integration production readiness reviews that ensured documentation and personnel were ready for product transfer to production.• Implemented changes which improved a Tier one Repair Turn-Around-Time from 25% to 91%

As the Principal Quality Engineer, I managed 2 Senior quality engineers and 1 quality control supervisor, with 8 direct reports, in an electronic and mechanical manufacturing environment. • Managed Quality for 5 major product lines• • Boeing’s customer, FedEx, suffered $1 million in lost revenue per year from failed relays containing fractured solder joints. Identified root cause and the correction through cross sectional analysis and drove the necessary design change that resolved the issue.• 36 part numbers were repeatedly rejected for similar non-conformances. Drove changes that eliminated the rejections; saving over $100,000 per year in processing costs.• Successfully led multi-functional teams to conduct root-cause failure investigations utilizing quality tools such as 5-Why, Fishbone Diagrams, Fault Trees, Plan Do Check Act, and other Quality Engineering Tools.• Mentored manufacturing and quality engineers, operators, and inspectors on using the 5-Whys, Fishbone Diagrams, and performing containment activities to prevent quality escapes. • Successfully led multi-functional teams to conduct root-cause failure investigations utilizing quality tools such as 5-Why, Fishbone Diagrams, Fault Trees, and other Quality Engineering Tools.• Managed and wrote Failure Analysis reports and Root Cause Corrective Actions.• Collected and analyzed return failure data for trend analysis and corrective action implementation. • Created and provided training for corrective action implementation.• Ensured containment actions eliminated any risk of non-conforming product from shipping.• Material Review Board responsibility for production dispositions, containment, and correction.

My position was in the Electro-Mechanical Systems division for flight critical actuation products. As a customer quality engineer, my primary responsibility was to be the voice of the customer. I communicated directly with customers to understand customer requirements, expectations, coordinate changes, and resolve quality related issues. Achievements:• Given Parker Aerospace account for Horizontal Stabilizer Trim Actuation products with 5 aging and unresolved corrective actions. Focused & led Eng and Mfg teams to expeditiously complete Parker’s corrective action process. Closed all 5 corrective actions in <3 months.• Managed Business Jet OEM returns of the Horizontal Stabilizer Electronic Control Unit after in-flight incident grounded the platform fleet. Coordinated the supplier’s inspection process and activities to ensure the OEM’s expectations were met.• Managed customer audits and visits during manufacturing transition to another manufacturing location.• Quality acceptance rate was <80%. Drove root cause corrective action that secured a 98% acceptance rate. Also, Gulfstream reviews went from 8 hours monthly to 2 ½ hours quarterly.• Switch Panel products’ warranty failure rate was 30%. Failures appeared random and unrelated. Isolated a common part and corrected via changes to a manufacturing process with new tooling. Reduced failure rate to ≈5%.

Root cause and corrective action investigations.Interpretations of customer quality requirements.Direct contact with customers to resolve issues.

I managed 2 supervisors and 16 inspectors for all inspection disciplines. I worked with customers to resolve quality issues and to understand their requirements and specifications. I oversaw root cause corrective action activities and tracked implementation effectiveness. I revamped returned material processing, improving traceability and decreasing process time by 70%.