• Led Peterbilt’s engineering operations at Denton, TX and Saint Therese, Quebec, Canada. • Managed ten engineering departments with 127 employees, such as, Reliability, Warranty, Dimensional Management, Engineering Lab, Metrology Lab, CAE/CAD/PLM Systems and Standards, Application Engineering, Customer Engineering, Order Processing, and Production Engineering at Denton and Saint Therese plants.• Implemented 262 warranty improvement projects, reducing the top warranty drivers by 35%.• Created a strategic roadmap for product reliability with the goal of preventing defects at launch.• Implemented standardized reliability metrics and dashboard for new product development.• Improved the quality of reliability tool usage during new product introduction.• Led progress of PLM roadmap and improvements to engineering systems and processes.

• Led Global Continuous Improvement for PACAR.• Implemented 8400 projects and saved $290M worldwide.• Developed long-term continuous improvement strategy and KPIs, in collaboration with all global PACCAR divisions. Implemented new training courses, such as Problem Solving, and revamped Six Sigma courses in Design for Six Sigma and Lean Six Sigma.• Managed Global Master Black Belts, responsible for 1100 Belts worldwide. • Partnered with PACCAR divisions to deploy continuous improvement tools to enable them to meet their strategic goals.• Engaged with external industry consortia to identify new continuous opportunities and methods.• Led ad hoc committees or teams addressing PACCAR global quality needs.• Developed and maintained the operating department’s budget.

• Led Global Continuous Improvement for PACAR.• Implemented 21,800 projects and saved $1.4B worldwide.• Developed long-term continuous improvement strategy and KPIs, in collaboration with all global PACCAR divisions. • Managed Global Master Black Belts, responsible for 1100 Belts worldwide. • Partnered with PACCAR divisions to deploy continuous improvement tools to enable them to meet their strategic goals.• Engaged with external industry consortia to identify new continuous opportunities and methods.• Led ad hoc committees or teams addressing PACCAR global quality needs.• Developed and maintained the department’s operating budget.

• Implemented $63M of hard savings through Six Sigma projects at Kenworth during my first five months on the job.• Developed plans to deploy Lean, DMAIC, TDFSS and DFSS Six Sigma tools.• Managed Six Sigma project portfolio for business units. Provide analysis and feedback to management on project activities, improvements, and savings.• Transferred best practices, procedures and tools to peers and other process improvement teams.• Conducted Black Belt, Green Belt, Lean Belt, DFSS and Champion training classes; coach students, revise and develop new material as needed. • Reviewed projects for proper methodology and tool usage – DFSS, DMAIC, and Lean.• Mentored dedicated Black Belts and Kenworth division belts.• Led large projects, helping PACCAR divisions, suppliers, dealers, and customers improve performance.• Worked with cross-functional teams to recommend and implement process improvement plans.• Challenged conventional wisdom by demonstrating successful application of new methodologies to improve product and process quality.

• Manage a high performance team including supervision, personnel development, team building, work load assignment and performance tracking • Analyze warranty data, parts sales and customer feedback to prioritize corrective action resources • Provide rapid issue definition and root cause identification for use in corrective action • Support the corrective action process with parts inspection, analysis and testing • Provide progress reports and status updates to management • Track and analyze group performance for continuous improvement • Actively coordinate corrective action activities across PACCAR’s global powertrain organizationKey Accomplishments: One hundred two problem definitions were accepted in 2015, which resulted in a $490 cost per truck warranty reduction. This was an 85% increase over calendar year 2014 (55 problem definitions accepted). Fifty-two issues have been solved in 2015, and the calendar year 2015 Goal was 40. This is a 10% increase over calendar year 2014. Seventy-six percent of all claims have been assigned a failure mode.

• Led Powertrain programs at the PACCAR Technical Center.• Maintained open and clear communication among all stakeholders including PACCAR divisions, key suppliers, and development partners.• Responsible for resolving, communicating, and prioritizing program issues in a timely manner. • Created, tracked, and communicated program schedules, deliverables, and budgets.• Coordinated activities between multiple PACCAR divisions.

• Manage new product introduction of a new global heavy-duty engine ISG 10.5L and 11.8L in emerging markets to meet Tier 4F, Euro 4, 5, and 6 emissions regulations, which included developing a clean sheet design; building a new manufacturing plant in China; and developing a new supply base in China.• Provide program leadership to the teams located in China, US, and United Kingdom enabling them to execute the project plan while delivering contract deliverables on time and on budget.• Identify, Track, and Resolve Program-level issues. Remove road-blocks as necessary.• Create and maintain $80M AOP Budget and resource plan.• Support the development and integrity of the program Contract, Master Schedule, Value Package Profile, Target Cost, Resource Plan, and other supporting cross-functional documents for the program.• Coordinate weekly meetings with core team members to follow up on progress and maintain the Master schedule.• Use quality tools to proactively identify program risk areas and integrate appropriate counter measures into the program plans.• Organize and lead the Sponsor/Management Review Group level “M” reviews.• Maintain records of key team activities: Core Team meeting minutes, M Reviews• Maintain measures and provide reports to Management Review Group, customers and other stakeholders.• Maintain an appropriate team workspace (e.g. databases).

• Responsible for the overall new product introduction of base engine system design, integration, development, and validation of diesel engines > 11L in emerging markets to meet Euro 4, 5, and 6 emission regulations.• Manage and Provide design options, and make recommendations for the business decisions for base engine design.• Support IP initiatives with patent disclosures as needed.• Work closely with marketing to understand the end users requirements to insure the proper components/options/shop orders are being developed per build phase.• Create new processes/procedures/standards where necessary to ensure design integration of systems is producible, of the highest quality and lowest possible cost.• Coordinate with the configuration manager, the design activity involving interface with various worldwide plants to create and maintain the materials buy list to ensure the procurement of the latest design intent components and quantities per each build phase.• Develop and implement communication processes to ensure success of design integration, build and launch of new engine.• Provide direction, leadership and coordination of a worldwide design/development activity to maximize standardization and minimize duplication of efforts on the new program platform; make decisions for the program that produces the best product for worldwide usage.• Support the worldwide manufacturing plants for smooth transition of engineering documentation supporting the engine build processes and coordinate with Corporate Manufacturing to release/revise Engineering Production Build/Test Standards.• Managed staff of 6 engineers, 1 material planner, and 1 administrative assistant.

• Developed and led process to forecast new product launch accruals/liability, which resulted in 50% reduction of Change in Estimates (CIEs) and drove cross functional accountability between quality, engineering, and finance groups. • Forecasted warranty expenses to be accrued for the engine business segment, which is $303M on the consolidated balance sheet.• Led cross functional efforts with quality and marketing groups to explain variances in financial estimates and assisted in correcting financial models.• Created and implemented financial metrics to identify risk of material misstatements and drove action plans to mitigate such risks.

• Led Design for Six Sigma project to reduce early life failures of turbochargers due to foreign object damage, which resulted in $548,000 annualized cost avoidance.• Led coordination of reliability activities among worldwide technical centers engaged in New Product Development of 3.9L to 6.7L engines to meet Tier 3, Euro 4, and EPA 2007 emissions regulations. • Mentored/coached engineering team leaders/members on failure analysis and statistical tools.

• Led DMAIC six sigma project to reduce cost of the engine for major OEM account, which resulted in $345,000 annualized PBIT savings for the OEM.• Led DMAIC six sigma project to reduce the time needed to perform installation quality assurance process, which led to a 50% reduction in time without sacrificing the quality of the installation review.• Managed engine integration for $20M and $14M OEM accounts in the construction and agricultural markets to ensure application was robust, low cost, and met Cummins’ installation guidelines.

• Led various field investigations to reduce cost of coverage for on- and off- highway, medium duty vehicles (3.3 liter to 8.9 liter engines).• Led failure analysis with key suppliers (e.g. Bosch and Delco Remy) to drive increased quality and ensure recovery of warranty costs related to supplier quality issues.• Wrote repair procedures and troubleshooting trees used in service manuals.

• Provided information to assemblers for the manufacture of wiring harnesses including wire preparation, visual aids, etc.• Researched parts to be used in customer prototype wire harnesses or test board fixtures.• Coordinated resolutions to manufacturing concerns and discrepancies on customer’s blue prints.

• Provided direct care of eight mentally and/or physically challenged individuals.• Tracked developmental progress of these individuals in areas such as, academics, personal care, etc.

• Assisted in the test and evaluation of the British UK-10 ion engine under UK-10 Foreign Comparative Test Program sponsored by the Air Force Space and Missile Systems Center.• Developed a simulation of the Titan IV Solid Rocket Motor Upgrade (SMRU) that computed key performance parameters under normal operating conditions.• Developed a computer code that became foundation of a launch windows program.