Management of 7 Senior Buyers, 1 Inventory Manager, 1 Stockroom Supervisor, 2 Stockroom Leads, 1 Inventory Analyst, and 13 Material Handlers / Receiving Coordinators. Managing an annual spend portfolio of $58.5 million dollars, ensuring material procurement processes are constantly improving, are lean, and material escalations are managed daily and closed expeditiously. Leading site implementation of SAP Ariba. Driving implementation of improved ECC process such as scheduling agreements with releases and PO Line confirmations. Management of over $60MM of inventory, cycle counts across over 3 inventory stock areas, and multiple stock locations. Driving inventory reductions activities, stockroom process improvements, and safety initiatives. Driving headcount reductions through process efficiencies and overtime reductions. Eliminated off site storage and saved $12K-$15K per month. Driving multiple cost savings initiatives for both direct and indirect spend totaling over $500K in savings.

Management of 9 Supplier Quality Engineers across multiple sites to drive to swift, efficient, and effective root cause analysis with suppliers to mitigate risk, improve quality, and overall supply base performance. Lead global initiative to develop supplier quality strategy and policy by collaborating with Waters global sites. Global standardization of supplier quality processes including supplier auditing and supplier quality agreements. Implementation of Supplier Product Qualification Process (SPQP), risk-based supplier performance metrics, and supplier issue escalation management process for Milford Operations. Implementation of supplier quality function restructure to support both tactical production issues and proactive supplier quality and development. Cross functional collaboration with Engineering, Operations, and Quality to drive key stakeholder alignment within supplier quality processes. Overall reduction in supplier issue escalations by 80%, reduction in aging of supplier escalation issues from an average of 35 weeks aging to 100% closure of issues within 12 weeks.

Daily tactical management of 15 Quality Professionals, including a mechanical inspection laboratory to ensure support of the manufacturing facility in deployment of:• Development of the Quality Engineer Function in production• SPC Implementation• NCR/QR Disposition in Trackwise• Internal Issue Escalation Management• Root Cause Analysis• Internal PPAP Qualification Process Development• Internal Auditing• Supplier Issue Resolution Management• Quality Metrics Development• Monthly Communications

Working as the Quality Manager for the International Division, am responsbile for:1. The quality tasks related to the New Product Development process (DQTP Testing, Claims Substantiation Testing, Product Tear Downs and Improvements)2. Corrective Action Process3. Monthly Metrics Reporting for Factory Performance by category (Kitchen, Steam, Vacuum)4. Customer Products Return Process for all International Markets5. Overall ensuring that all International Products are of high quality and appropriate to the market they are sold in.

-Ensured deployment of the Faurecia standardized APQP process related to the development phase by the 6 team member ASQ group for General Motors, Chrysler, Nissan, BMW, Mercedes, and VW business units. Measurable: APQP % Target for Team: 97%, Average Status: 106%-Ensured that monthly Program Management System review deliverables are adequate for program requirements and completed within program timing targets. Measurable: Average 16 Days Time to Pass (TTP) versus the 28 Day TTP Target. -Gave recommendations and/or technical decisions when critical supplier quality issues are escalated. -Managed progress plans with low-performance suppliers in collaboration with the program team to meet the organization’s stringent requirements.-Ensured the completion of PPAP approvals are completed within the targeted timing to ensure non-event launches. -Managed the head count budget based off current and future program needs by regularly reviewing acquisition and awarded program targets with all Customer Business Units.-Recommended ASQ resources needed per program based off product design and risk assessment of bought out product analysis. -Lead cross-functional teams to root cause design and/ or manufacturing defects for supplier products in escalated situations. -Conducted all the Objective Reviews with each ASQ Engineer to ensure the Purchasing group’s requirements are met. -Assess each team member’s accomplishments against objectives each semester (S1 & S2). Conducted Annual Performance Development Reviews with each individual ASQ Engineer.

-Sole ASQ Engineer responsible for the supplier content in the launch of the 2011 Chrysler 200, Dodge Avenger, and the Chrysler 200 Convertible: Instrument Panel, Console and Door Panel. -Program was awarded the Society of Plastics Engineers (SPE) 2011 Vehicle Engineering Team Award (VETA). The VETA recognizes the technical achievements of entire teams whose work has led to significant integration of polymeric materials on a notable vehicle. -Deployed APQP related to the development phase of Bought-Out Parts for class A interiors following the Group's purchasing requirements. -Scheduled and facilitated APQP meetings, involving suppliers, program engineering, program logistics, and program management. -Provided recommendations and technical decisions to ensure a defect-free process through program management using the core values of Lean Manufacturing and Six-Sigma. -Managed progress plans with low-performance suppliers in collaboration with the program team to meet the organization’s stringent requirements. -Reviewed and approved all PPAP submissions for Bought Out Parts (BOP).-Monitored the Production Part Approval before the transfer to the plant and hand over to the plant SQA Engineer. -Lead cross-functional teams for root cause design and/ or manufacturing defects for supplier products. Various tools used including 8-D, Fishbone Diagrams, 5-Why Analysis, Pareto Analysis, Statistical Analysis, DOE, Control Chart Analysis, QRCI (Quick Response Continuous Improvement) and Process Capability Analysis.

-Managed six Supplier Development Engineers within various commodities including friction material, rubbers, plastics, electro-mechanical components, motors, and turned parts.-Managed supplier quality issues when escalation was needed with SDE’s to identify action plans in coordination with TRW plants, customers, and engineering using Top Focus tools.-Championed the Global Special Process Assessments Team to work towards implementation of global standards and process for CQI-9. CQI-11, and CQI-12.-Championed supplier improvement process for multiple suppliers, including the Top Focus initiatives. -Collected and reported monthly employee workload analysis using database information within Excel Pivot tables to determine needs for support within the group.-Participated in weekly Global Sourcing committees as the representative for Global Supplier Development.-Allocated and managed work within the SDE organization utilizing a web-based PTS (Part Tracking System).-Conducted monthly reviews with employees to review objectives, urgent issues, and closure of said issues. -Reviewed PPAP and APQP status with employees in conjunction with program timing to ensure timely closures of deliverables.

• Supplier Performance Metrics• Standards for APQP, Tooling Expectations, Engineering Expectations, Product Quality Expectations and Supplier System Expectations • Web-Based Training• Supplier Portal, SPP – Receiving Inspection Module, ASL-Approved Supplier List, RoHS Compliance Reporting , Supply Visualization – QAD

• Deployment of APQP Process• Coordination between suppliers and engineering, logistics, and program management • Process Qualification utilizing DCX PSO 5th Edition standard• PPAP Approvals

• New Supplier Assessments• Program Launch utilizing the GM-1927 Global APQP Process• PPAP Approvals• Metals Commodity• Root Cause Analysis of Supplier Issues• Coordination of Preventative Action Implementation