Executive Leadership CoachingCustomer Management through Risk Analysis Corporate and Manufacturing Communications EngagementDepartmental and Vendor CollaborationTransitioned, trained and assisted in over 66 companies from ISO 9001:2008 to 2015 and/or TS 16949 to IATF 16949:2016

Certified Trainer / Facilitator of ISO 9001:2008, APQP, Core ToolsContinuous Improvement/APQP ProjectsLed simultaneous efforts for continuous improvement at customer locations worldwide. Leadership responsibilities for over 230 team members, resulting in a 75% improvement in launch related issues found on the plant floor. Systems included Engine/Emissions, Chassis, Screed, Cab, Hydraulic, Electrical, Drum/Vibe, Powertrain, Track Roller Frame, and Implement tooling.Product Development ProgramsEngaged teams from various cultures through the strategic facilitation of product development programs, focusing on risk management. Correlated safety, quality, and performance requirements set forth by the customer to measurable characteristics on the manufacturing floor. Reduced months of identifying development issues into less than one week. Provided a positive ROI to customers in 6 to 18 months.TrainingProvided training on all APQP elements in the Construction; Paving; Automotive; Food Service; Composites; Fire Suppression; Toy Design, Manufacturing and Safety Compliance; Government Contracts; Financial Systems; Glass Manufacturing; Metal Fabrication; Aluminum and Steel Casting; Medical Device Packaging and Aerospace Industries.Risk Management Provided training and facilitation on GPS III Satellite Systems with Lockheed Martin and Orion Space Shuttle Propulsion Systems with NASA. Improved quote retention over 50% to the DOD through Technical Kick Off (TKO) efforts.

Certified quality Facilitator and Trainer, APQP, FMEA, 8D, Error Proofing

Department Lead responsible for 644 M Company. Currently lead 2 departments with 9 direct reports and 1300+ indirect reports through Kaizen events. Direct departments include Continuous Improvement and Fabrication. Indirect includes: 8 Presses, 1 Tandem, 46 Weld lines, 8 Assembly cells, and Paint.o Implemented new CI departmento Lead fabrication shop to be compliant with 100% of all safety auditso Developed department conforming to TS 16949 - Developed Continual Improvement TS Procedure - Only department with no findings during audits - Certified internal auditor (TS 16949:2009 - Exemplar Global)o Held CI department below budget during 2 major launches - Trending 2016 at 42% below budget while meeting 100% of targets for 7 consecutive months - Reduced 2017 budget by 15.8% from 2016 actual without reducing head count - Eliminated all non-standard overtime while increasing production output over 200% in Fabrication Shopo Lead CI program from a score of 1 to a score of 4 in 6 months (scale 1-5) - 1 CI idea per 1300 employees/year with less than a 2 week response time back to the employeeo Certified Training within Industry (TWI) instructor through Magna (Train the trainer)o Created Lean Orientation Classes - TWI Job Instruction (JI) - Standard Worko Practice Coaching KATA and Improvement KATA for truly sustainable continuous improvemento Continuous improvement projects averaged 20% improvement in production with max documented improvement of 34%o $1.9 M Identified savings for 2016 - $975K booked as of June 2016 - $282K implemented cost avoidance projects for 2016 - $24+ M in calculated program life savings (top 10 only)

Quality executive responsible for a $200+M company. Lead 12 quality departments with 14 direct reports and 25 indirect reports. Departments include Environmental, Safety, Receiving & Inspection, Supplier Quality, Metrology Lab, Metallurgy Lab, MFG Quality, Heat Treat, Surface Finish, Assembly Quality, Test Quality, and Warranty. This includes over 144 worldwide active suppliers with over 1000 components in alloy steels o Implemented tracking per ISO 9001 requirements for:o R&I / Supplier rating system - Tracking PPM, FAI/PPAP FFT, SCARso Pareto and SPC for MFG (Machining / Surface Treatment)o Documented $300,000 of MFG scrap savings per yearo Reorganized quality department into an integrated production system (function based vs. program based) - Compliant to Lean MFG Practices based on VSM - Proven to reduce cyclical workloads for consistencyo Changed part acceptance process to process acceptance process (FAI to PPAP) for improved reliability of suppliers.o Major support roll in implementation and training of Design Review Sign off at BUSA (APQP)o Implemented FMA, FMEA, and 8D Root cause analysis, improving launch related issues by 50%o Created supplier charge back system for non-conformanceso Reduced supplier response time by 250%o Implemented online lab request system, with Lab Manager, to track capacity, cost, and lead time by program, assemblies, and components.o Used to manage overtime vs. outsource resourceso Worked closely with Purchasing to improve inventory control by transitioning from stand-alone excel spreadsheets to JD Edwards E1 MRPo Member of the BUSA TN Executive transfer team to transition people and equipment while keeping quality levels to the customer at consistent levels.o Modified ISO procedures to be function based rather than title / person based to improve communication.o Incorporated forms that follow the ISO procedures to avoid preparation for ISO auditso Program manager for all Military Contract Projects

•Successfully Managed & Launched DCX PM-49, MK-49, MK-74 door beam, KK structures, and Mercedes W251 structures projects•Lead all APQP gated reviews•Manage Commercial, Program Management, Quality, Process/Equipment, Tooling, Purchasing to successful launches.•Responsible for managing and presenting all PSO requirements to DCX •Lead Engineer for all VA/VE projects relating to structures programs.

•Writing test specifications for DV requirements on automotive exhaust isolators•Produced A.P.Q.P. guidelines for project management-Implemented corporate part numbering system, test request tracking, and QS/TS form numbers for each document.•Assist suppliers in process requirements such as Process Flow, PFMEA, Control Plans and Work Instructions•Manage test requirements using MS Project, MINITAB, and Adobe Acrobat•Trained in Solid Edge CAD software for producing basic designs for FEA analysis

Senior Quality Engineer – U152 / P207 Ford Explorer Programs – Frames (Corydon, IN, Feb 04 – Feb 05)• Managed Kaizen events averaging $80,000/month savings through changes to assembly lines in conjunction with the UAW members.• Increased capability of Critical Performance Characteristics from 0.342 Ppk to 2.742 Ppk (supporting documentation provided upon request)• Managed closure of over 100 Ford QR’s using 8D processes with no repeat issues and zero charge back dollars.Advanced Supplier Technical Assurance Engineer (SQA) – Multiple Customers (Novi, MI, Dec 02 – Jan 04)• Audit / Train suppliers based on QS/TS requirements providing improvement on supplier quality through leadership. Program Development Leader (Product Management) – Ford U152 Program – Frames (Novi, MI, Nov 00 – Dec 02)• Write and maintain DFMEA’s, PFMEA’s, DVP’s, BOM’s, and WERS concerns (Ford release system) per APQP. • Certified in writing Ford DFMEA’s and PFMEA’s for robustness. • Used GD&T principle locating schemes to design and manufacture current and new manufacturing processes. • Launched VA/VE project for offset crash requirements saving Ford nearly $1,000,000 per week.

•Using the APQP process, successfully launched the GMT 250 Aluminum cast knuckle program with less than 5 anomalies per 1000 at start up and maintained 0.25% scrap rate throughout production. (Return on Tooling Investment in less than 3 months)

Successfully launched 3 vehicle programs•Continuous engineering of entire vehicle foam, soft trim, cut & sew and foam in place head restraints for the 1997-8-9 Ford Windstar (Win88/Win126) program. -R.F.Q.'s, initiate and follow modifications to fore mentioned products using the Ford WERS system, working with designers to update prints, and source various local or internal suppliers•Foam and foam in place head restraint development for the SW164 program (1999 Mercury Cougar).-Support customer at OEM location through each released build. -R.F.Q.'s, initiate and follow foam changes with The Woodbridge Group, working with designers to update prints, and source changes to various local or internal suppliers.