Responsible of a large organization, conforming; Regulatory and compliance, Quality Control and Quality Assurance, built strong team from top to bottom with streamline and open communication. Reflecting on team stability and high performance. Develop, coach, and set goals that would improve career plans and motivate employees to became leader of leaders.Drive the cultural change to led quality from vendor up to customer, reducing variation, scrap & rework Manufacture complex electronic system of over 3000 active part numbers. Reshaping Quality Operations by maturing Zero Defect Plan via PFMEA, CP & PPAP.Success on engaging with top government agencies & regulatory bodies, with demonstrated outstanding results. As FAA, DCMA, DMA, NAVY, & AS9100 (Zero Majors and decreased 50% of findings).Implement key indicators to drive improvement of quality and set accountability.Constantly pursue improvements via monthly or quarterly quality projects using Gemba, Kaizen, data analysis & 8D courses. Benchmarking other sites to develop strategies to achieve quality increase gain partnership and TAT reduction of 25% (4 diff estates & 3 diff countries).Initiative to develop certification centers to increase the department knowledge and capabilities driving early defect detection. (IPC610).

As the Quality Manager for a large aerospace manufacturing organization, our team carries a heavy responsibility for ensuring that strategic plans are in place to meet industry, corporate, customer, and internal standards. Additionally, we are charged with consistently seeking areas of improvement, increasing efficiencies, and addressing quality opportunities at the time of occurrence from a tactical level.As leader for the quality department, I was able to identify areas of improvement and opportunities to strive for moving forward within the first months. Plan conformed to company and industry requirements, was deliberate, and had straightforward action items.Immediately put into place effective turnaround plans that included goal-setting, formal training, quality improvement, and both team and individual accountability. As a result, the team double their output with an 80 percent improvement in quality and a 26 percent reduction in turnaround time in under 6 months.Succeeded in certifying the site with zero non-conformances for two consecutive years. Consistently ranked top supplier by customer audits.Define the scope, plan, and execute the certification of the new site. Coordinate the training, and certification for new team hires in the different ISOs required for the Quality System, and as IPC Specialist in Cable and Wiring Harness Assemblies.Evaluate, select, and develop, critical suppliers for molding, casting, metal forming, and packaging.Succeeded in certifying the new manufacturing site on ISO 9001, 14001, and 45001 with zero non-conformances.Quality responsible for successful launch of $5MM investment transferring CCAs and manual assemblies from USA (Minnesota) and Canada (Ontario) to India (Bangalore) and Malaysia.

Responsible for the overall quality control processes within the organization and led a 28-person inspection team. Responsible for the team’s success for quality on 100 percent of our manufactured product going to our customer. Establishing goals, metrics, and accountability and the day-to-day involvement in identifying roadblocks and implementing tactical and immediate solutions was key to the success as a department and company, Able to save over $250,000 annually for the company, during the first year. Key component to reducing our customer escapes by over 50 percent in 2018 as compared to the previous year. Lead and responsible to re-structure Quality Control department on job responsibilities and roles, to fit the company needs and the personnel development by creating escalation levels and job descriptions.Creator of business case, responsible and executor for SLC Metrology Lab improvement, investing $300K worth on equipment and training to increase facility measurement accuracy and precision. Decreasing production product inspection and release time. Decreases the MRB part rejection volume and on time defect finding.Lean SixSigma Green Belt Project: Zero Defects. Reduce the defect scope by introducing a quality bracket system inspection. Lean SixSigma Black Belt Project: Quality at the Source: Implementation of SPC and MSA system for QA lab, defect recognition system and new technology to reduce inspection time by 30-33%. Gage improvement and reduction of movement & transportation by performing a VSM, spaghetti diagram and Time and Movement study saving labor time of ~5K hrs or $120K per year.Conduct project/team meetings as required to resolve issues, determine status, provide information, and assign work. Leader on improvement project to reduce scrap and increase the mold productivity; Lifecycle of mold was increase and prevent regular repairs. Annual savings of $170K dollars on scrap reduction.

In charge of the biggest Engineering Project to transfer a $9MM new account to GW Tucson site. On this new challenge use Engineering skills on Lean-Six Sigma implementing efficient and robust processes and resulting on a successful New Product Implementation very simple to sustain.Succeeded in certifying site on ISO 13485:2016 QMS with zero non-conformances. Implementation of DHR documentation system reducing 30% of paperwork and recording time. Resource management of Quality Staff by strategic planning and goal vision to achieve department / plant projects and targets on time. Verification of QMS compliance to ISO 13485, 14644 & AS9100.Owner of the Customer Surveillance system covering notification, investigation, analysis, trending, response and timely closure.