Divisional Manager for Applied Water Systems and Americas Commercial Team

-Plant quality lead for 4 facilities-Responsible for compliance to AIB, P&G Material Quality System requirements, and PaperWorks corporate quality system standards.-Responsible for supplier quality program-Responsible for plant quality labs, lab supervisors, and technicians-Plant lead for lean manufacturing events and lean training sessions-Schedule and organize events-Track absorbsion and cost savings assumptions-Maintain continuous improvement scorecard-Future planning-Technical Services lead for 4 facilities -Responsible for engineering change control process-Responsible for implementation of new business into PaperWorks facilities-Execute product development initiatives-Responsible for 5 Technical facilitators-Plant BOMs, Routing, Financial Standards into plant ERP system

-Managed overall quality system for New Process Gear division. This included 4X4 Transfer Case, Testing, Metrology, Warranty, Components, Inspection, and Customer Quality divisions-Responsible for over 100 department employees and made all human resource decisions associated-Member of plant staff making decisions on future business and current business challenges-Managed department budget (Over 22 Million per year)-Provided support for all system and customer driven requirements within the plant-Responsible for all program management relating to quality-Managed implementation and maintenance of TS 16949, GM Quality Systems Basics, and Magna Quality System for several different areas of the plant-Acted as plant liaison for newly developed corporate lean system implementation

-Planned and executed the launch of the new generation full size pick-up for General Motors Flint Assembly-Managed pool of suppliers-Developed and managed the area launch budget-Managed three Launch Engineers and two hourly Subject Matter Experts-Determined workforce level, facility and equipment requirements-Followed development of vehicle integration and drove product changes through engineering-Identified master plan and provided tracking of plan from prototype to launch-Reported program status to executive plant staff at several intervals in the project-Determined permanent and temporary manpower needed to execute launch-Led problem solving initiatives-Led PFMEA teams for identified critical operations in the assembly process-Developed risk mitigation plans for high-risk production operations and processes-Developed contingency plans for tasks that were over budget or over due-Led the launch team in identifying error proofing opportunities and tracking implementation-Drove for solutions to plant controllable perceived quality issues-Developed and implemented the Vehicle Batch and Hold Process for Flint Assembly-Implemented the Launch Drive Audit program

-Developed launch plan for all new product and changes to existing product-Identified critical path of project and provided tracking of master plan from prototype to launch. Reported status to plant staff at several intervals-Managed value based scorecard and business plan deployment.-Determined workforce level, facility and equipment requirements-Identified new standards and applied them to operator standardized work-Identified opportunities for error proofing and followed project through implementation-Managed processes that provide compliance to corporate and federal standards-Coordinated plant feedback and issues to GM Design Center-Planned and implemented corporate requirements and initiatives-Determined and tracked department yearly budget-Acted as departmental Training Coordinator-Managed plant Global Customer Audit Program-Managed 5 Customer Satisfaction Engineers-Managed plant torque fastening systems and monitoring process-Managed Plant ISO 9000 registration and quality system-Managed plant error proofing systems

-Traveled to over 20 GM assembly plants to present, teach, and implement common processes and lean systems at all levels of the organization in response to specific contracted statements of work-Provided lean tools and knowledge of the Global Lean Manufacturing System -Supported implementation of the Global Lean Manufacturing System-Led quality action teams that drove change in the contracted assembly plant’s quality system impacting Direct Run, Direct Run Loss, JD Power, and Warranty opportunities-Interacted with plant staff on project timing and progress-Led teams of Systems Engineers-Coached and trained Process Control Managers and Reliability Engineers-Applied statistical tools to common cause, special cause, and hardy perennial problems-Taught problem solving and all areas of the common quality system requirements-Provided plant with a good understanding of variation reduction, RED X Strategies, quality process, verification station manual, verification station process, and ANDON

Lead Business Unit Manager - Arlington, TX - December 2001 to September 2002 -Led and coached other Business Unit Managers-Managed and led over 30 hourly employees on vehicle assembly line-Interacted with Materials, Quality, Engineering, and Maintenance on manufacturing issues-Interacted and negotiated with UAW officials-Scheduled employee vacations, sick leave, and leave of absence-Developed programs to reduce scrap, downtime, and downstream quality issues-Launched new vehicle programs within the groupProcess Control Manager – June 2000 to December 2001 (New Position)-Led assigned Problem Solver in solving production and quality issues on electrical, mutilations, fits, and Dynamic Vehicle Testing issues-Reviewed data from all customers to identify areas for improvement-Facilitated changes in processes and PAD documents through CPIT-Communicated with other Process Control Managers to share and developed common problem solving solutions-Drive improvement of vehicle damage through calibration exercises, operator awareness, problem solving, procedural changes, teamwork, and error proofing-Developed and maintain standardized work for assigned verification stations-Led group of auditors in ISO internal audits-Facilitated continuous improvement of all departments in respect to Direct Run-Assisted and prepared for ISO and Direct Run audits-Facilitated on line repair of defects to enhance Direct Run FTQ%-Assisted production with current production quality issue

APQP Engineering Supervisor – Mebane, NC - February 1999 to June 2000 (Promotion)-Represented the Alamance Facility Quality Department for new programs. (I.e. AH Design Review, Product Release Notices, Engineering Cost Studies, and New Vehicle Safe Launch)-PPAP new and existing part numbers to the customer-Completed engineering cost studies-Developed all Advanced Product Quality Planning documentation for new programs (i.e. Control plan, PFMEA, Capability Studies)-Oversaw present quality system and continued to manage surveillance audits. A member of GKN AI Quality Auditing Team-Quoted, ordered, and tracked facility gauging for new and existing programs-Responsibilities included identifying, developing, and implementing new gauging strategies-Supervised a group of technicians on three shifts-Managed the plant Metrology LabQS9000 Coordinator - March 1998 to February 1999-Developed and implemented quality system procedures-Developed training programs and trained the facility in QS9000 application-Managed QS9000 pre-assessment and surveillance audits-Reported the status of the project to upper management-Audited all areas of the quality system-Coordinated 3rd edition of QS9000 implementation