507-993-7774MWOutdoorsken@Gmail.com

Director of Quality for NA Freezer & Refrigeration Divisions. Responsible for the NA & LA freezer quality. This includes;-Safety, General Inspection Safety committee-Lean-ISO 9001 and ISO 14001 (support)-NRFT (Not Right the First Time)-NCM (NonConforming Material)-CARs (8Ds & 5 whys)-Supplier quality (SCARs, Audits, & PPAPs)-Customer quality (SCR, SIR, ROR)-Representative on the Global quality team-Representative on the NA quality SWAT team-Chair of the MRB (material review board)

Hearth & Home Technology (HHT), Lake City, Minnesota8/04 – 12/08 Quality & Supplier Engineering ManagerWorking directly with the VP of Operations to develop and implement common processes and procedures (Quality and Supplier Engineering) across all HHT sites. Responsibilities include; ISO, Lean, Supplier Audits, and New Product Introduction.Developed and implemented the SPCN (Supplier Process Change Notification) process. Savings are ongoing as this has decreased downtime and non-conforming material getting into our products. Savings in the Tens-of-Thousands per year.Developed and implemented the All Sites Quality Alert Process, eliminating duplicate efforts in multiple sites and decreasing line-downtime for the same non-conformance by 50% - 63%. Executed a Qin Tracking (Quality Index) system to measure production quality, improved Qin from 85% to 93%. Developed a STaRs (Supplier Tracking and Recording) system for HHT, savings of $1.8M/yr in warranty dollars.Initiated 4 -10 hour week-days, savings of $800K/yr for two sites.Shingo Award (team- all management).

I was a member of the IBM manufacturing acquisition team and responsible for establishing and managing the supplier quality engineering team. I served as SCM consultant working directly with the VP of Operations; formalizing the AVL, reviewing the BOMs, and setting up the RMA process. Program Implementation Management: Trained Rochester site in material control database and implemented all corporate supplier engineering applications (STaRS). Received $3500 cash reward for successful training.Scrap Reduction: Restructured entire NCM process. This effectively cut scrap from 1.1% to 6% and supported a team that successfully recovered $6,000,000 of customer controlled scrap.Team Development: Structured an incoming inspection team and test Lab in our Supplier Campus, reducing the amount of non-conforming material getting into production by 12%.I worked directly with our customers to resolve manufacturability and supplier quality issues. I was responsible for new product introduction (NPI) and implementing lean manufacturing. Weekly meetings with our customers were held to review product quality (PPM), supplier quality (IQL), RMA issues, and customer scrap liability.I supported process engineering by reviewing blueprints and verifying finished product assembly and design for manufacturability (DFM). I calculated and set percentage over-buys on critical components for the procurement organizations. Technology Integration: Worked with IT to implement software tools for product quality tracking and reporting. This reduced cutting data collection time by 50% and increased first pass test yields for our customer’s products from 65% to 95%.Tracking Process Development: In conjunction with IT, integrated software tools for tracking RMA warranties. This decreased RMA disposition times by 45%.Quality Assurance: Implemented and trained manufacturing members on the IPC 610 standards. This decreased wave-solder defects (solder & cosmetic) by 10%.

I was responsible for material-quality and production test solutions for non-conforming electrical/mechanical components and state-of-the-art memory devices.  Test Engineering: Implemented production test solutions, working with LSI and Motorola to improve outgoing test screens. A typical test solution took six months to develop and implement and increased part quality by as much as 15% to 30%.

Responsible for writing integrated circuit (IC) test vectors, researching new IO devices, and developing electrical ground rules for ICs and printed circuit boards (PCBs).  Cost Reduction: Restructured the engineering circuit design group to eliminate outsourcing of ICs and PCB layouts. This improved turn-times by as much as 75%. Performance Recognition: Received multiple promotions and two sabbaticals.

I was a member of the Shell Oil design team, working directly onsite with customers throughout the United States and Japan for site installations, system checkout, and training.