As member of Senior Management Team, directed the quality assurance operations for 150 person manufacturing plant whose primary customers are United States Government and Armed Forces.- Implemented a quality plan process for project based manufacturing as the plant converted from high volume, low mix production to low volume, high mix production. - Implemented a supplier quality process. This included writing procedures and instructions to define the process, developing a performance metric to drive supplier development, and directly supervising the Supplier Quality Engineer. - Implemented six sigma green belt process to address chronic process and quality issues. This involved developing a hopper of potential projects, creating a training package, and training six initial candidates. The projects came from multiple sources most notably project post mortems and weighted quality score metric.- Implemented process audits and served as Lead Auditor for internal system audits. Process audits were performed monthly and 4 system audits (ISO 9001:2008) were performed per year. - Implemented a 5s process and monthly 5s audits. The average plant audit score increased by 75% from December 2014 to February 2016.- Starting in June 2015, I served a dual role as Program Manager for 2 of 4 project lines. Responsibilities included liaison with customers, setting project schedules, tracking performance to schedule, and monitoring financial and quality performance.- Implemented a weighted quality score metric. There were 6 strategic spots in the process where quality data was collected. Defects were weighted on a scale of 1 to 10 with 10 being a defect discovered at the customer. Over time, the data was pareto analyzed and used to provide feedback to the organization and for process improvement projects.

Managed the lean process for a 100 person assembly and machining plant. Supported the lean processes of 3 factories: conducted kaizen events at each factory and led process improvement teams.- Planned and led 21 kaizen events: Approach was to video tape work for at least one cycle then watch video with the team. Map out the process in terms of the product and the person...what each does and how long each step takes. Identify sources of waste and brainstorm for improvements. Go back to the process, implement improvements, and video the improved process. Make sure cycle time meets takt time.- Combined machine shop and assembly departments into production cells to convert from batch processing to one piece flow. Labor was reduced by 30%. On average, throughput time improved from 3 days to 5 minutes. - Established finished good supermarket for consumable goods. We had solid demand data for partnumbers. The data was used to calculate average demand and variation in demand. From this, we determined how much inventory/bins to keep in finished goods. Flow racks were purchased and labeled by partnumber. Each partnumber had a set number of bins and quantity per bin. An empty bin went back to Machining and helped trigger the Planner to issue workorder for replenishment.- Using paper airplanes, conducted 3 training simulations to teach lean concepts such as one piece flow, part presentation, layout, takt time, and work balance.

The core services were training and consultation. The former covered technical subjects such as ASQ certifications, Lean Manufacturing, and Quality Tools. The latter used six sigma methodology to help clients improve business processes.- Served 21 clients that covered automotive, aerospace, retail, utility, steel, textile, construction, hospitality, and education industries.- Conducted 24 kaizen events (using PDCA and DMAIC) at business types ranging from small to large size assembly plants. Average throughput time improvement was 30%. The process involved planning/defining (creating a project charter), measuring the process (videotaping and time study), analyzing the process (watching the tape with team, summarizing observations, summarizing time data), implementing improvements and controls, and re-measuring the process to verify improvements.- Conducted 19 training sessions (on site at client) for subjects including quality tools, lean tools, problem solving, and internal auditing- From 1992 to 2009, taught ASQ exam preparation courses (CQE, CQA, CQT) at South Carolina Technical Colleges.- Created online ASQ preparation courses for SSBB, SSGB, CQE, and CQA through my website, CPIonlinecourses.com- Performed job hazards analysis for resort in South Carolina. The analysis covered the entire maintenance activities for the resort.- Developed policy deployment processes for a steel company and container manufacturing company.- Worked with an automotive plant and container manufacturing plant to create PFMEA (Process Failure Mode Effects Analysis) from scratch.- Worked with an automotive plant to implement SPC. We took 4 existing applications and started from scratch with measurement systems analysis and implementation of statistical process control. Minitab was used. - Managed 2 supplier development projects for tier one automotive supplier. Served as liaison between supplier and 2 sub-suppliers.

Within Six Sigma and TS16949 frameworks, managed a team of 6 engineers in the continuous improvement of supply base. (Suppliers in North America, Europe, and Asia)- Converted the supplier feedback process and mindset from PPM (Parts per Million) base to Incidents based. - Started a daily standup meeting to review previous day’s supplier quality issues. Made sure ownership was in place.- Completed the Supplier Development Engineering group by hiring 2 engineers and implementing key processes such as process audits.

Senior Supplier Development Engineer in Purchasing Department (1999 - 2005) - Team Leader in the Technical Purchasing Group.- Responsible for development of direct material suppliers and management of material related projects. Direct cradle to grave responsibility for 30 suppliers. (commercial and quality responsibility)- Key contributor to launch of new product line in 2005. Zero supplier nonconformances at launch and the first year failure rate for assemblies was less than 5 PPM.Senior Supplier Quality Engineer (1997 - 1999) - Support of Manufacturing in the corrective action process when purchased components were involved (8D process).- Supervised 3 engineers.- Conducted system and process audits of direct material suppliers (QS9000, TS 16949).- Conducted on site, run at rate exercises as part of PPAP process.Manufacturing Quality Engineer (1991 - 1997) - Supported manufacturing operations in process improvements and corrective actions. Key project was implementation of average and range charts to better control creation of critical product characteristic within 12 machines (per line) across 3 assembly lines. This involved discarding the previous method, putting blank charts on each machine, collecting process data, and calculating new control limits. But most importantly was teaching employees how to use the tool and the importance of not over-responding to signals. - Addressed customer complaints, requests, trials, etc. Responded to customers with corrective action .- Key contributor to reduction of customer failure PPM rate from over 100 to single digits.- Internal auditor (1996-1999): Member of steering team that planned and managed QS9000 implementation for the factory.

Quality Manager for tier one automotive plant. Customers included Ford, General Motors, Chrysler, Honda, Saturn, and Mazda