Suzanne Thorne Email and Phone Number

ISO 9001:2015 Management:• Led a multi-functional team and worked with each department to ensure conformance to every applicable aspect of the ISO Standard, resulting in ISO Certification within 16 months of the start of the ISO Implementation project• Ensure processes needed for the Quality Management System are established, implemented, and maintained, and that the QMS conforms to customer, internal, ISO 9001, and regulatory/legal requirements.• Ensured third-party accreditation was obtained and is maintained (ISO 9001).• Report to top management on the performance of the QMS (e.g., results of quality audits, corrective actions, etc), including the need for improvement. Conduct periodic management review meetings including quality objectives, risks, and opportunities.• Coordinate continual improvements of the QMS, ensuring that evidence of corrective and preventive actions taken are recorded and reviewed.Process Safety Management:• Responsible for maintaining and improving the PSM program. Includes working closely with Operations and Engineering to ensure OHSA conformance, training and leading PHA and PSSR meetings, as well as coordinating with Safety Manager to ensure a safe work environment. Special Projects Management:• Project manager for special business and engineering-related projects.

Designed and Managed Projects from project initiation through completion, following the Project Life Cycle process, for a $50M private chemical manufacturing company.- Managed $6.4M Chlorine Drying and Compression project including PFD, piping integration and P&ID drawings, safety and hazard reviews, budgeting, bid packages, equipment and instrument purchases, contractor management, and completion. - Successfully completed $5M caustic evaporation project, from project definition to completion, including design work and P&ID drawings, budgeting, bid packages, and managing contractors, PHA, and integrating the new system into existing plant. - Took over $300k building renovation project. Reviewed plans, created bid packages, obtained quotes, and selected GC. Continue to manage the project to meet all safety and functional requirements as well as managing the whole project budget for construction and other items such as office furniture, control room console, fixtures, laboratory equipment and installation and other building change orders that arise.- Designed small pipe-and-valve project using CAD P&ID, created bid packages and obtained quotes for all valves, piping installation and electrical installation. Selected various suppliers and contractors, and managed safety reviews and project implementation.

•Managed all kaizen activity in facility including pre-work and post-kaizen tracking. o Created training materials for new corporate tracking website and led training for operations management team. o Created monthly tool champion tracking spreadsheet and presentation for senior management reporting.• Attended the annual Crane Way Orientation Conference, a prestigious conference reserved for top leaders across Crane.Fabrication Quality and Productivity Engineer. •Integrated fabrication foaming operations into production lines, reducing fabrication headcount by five. •Created Quality tracking sheet for Fabrication and implemented new quality issues process for Value Streams to follow.Fabrication Supervisor. •Managed a group of 14 weld operators and drove Safety, Quality, Delivery, and Cost daily. Took on an additional 18 brake operators to help drive quality and delivery throughout the fabrication department.•Exceeded productivity and OTD goals each month.•Instrumental in implementing new fabrication processes. OpEx Engineer. •Quickly became tool champion in two tools, including Standard Work. Drove process and productivity improvements throughout the facility.•Integral in the consolidation of the St. Louis facility into the Williston facility – traveled to STL to learn assembly processes, wrote method sheets, set up new lines in Williston, and trained new operators for two value streams.•In one week learned additional role of programming routings and costing parts for fabrication. Created training presentation and trained other manufacturing engineers to take over the responsibility.

Executed real estate development processes on urban pipeline projects worth over $800M in major Southeast cities. • Wrote, organized, and compiled finance package sent to investors to secure project financing. Managed and completed due diligence process and checklist to ensure closings. Negotiated contracts for utilities services and search engine marketing. Created, updated, and analyzed FF&E budgets. • Researched and developed rent, land sales, and apartment comps profiles for multiple projects. Determined feasibility of new projects using market data and developing proformas to meet appropriate yield.

Helped manage real estate development processes on pipeline projects worth nearly $500M including urban infill, mixed-use, and suburban garden. • Improved division’s zoning and absorption studies. Created annual pipeline presentation to be delivered at national investors’ conference. Organized and linked multiple development schedules using Microsoft Project. • Managed site due diligence process to ensure compliance with entitlements and zoning. Conducted area tours with investors and updated finance packages to secure project financing. Coordinated land closing efforts with consultants, lender, and attorneys.

Redeveloped business plan of six-year old handwriting recognition software company. Project included industry research, financial forecasting, and technical writing.

Managed diverse teams to improve operations and reduce costs totaling over $1.3M for large international gas dispenser manufacturer. • Created facility’s first process flow and led team for implementing kanban (lean materials management system); trained buyers/planners/managers and floor operators in both Greensboro and Mexico; achieved $1.3M reduction in inventory in first year.• Designed and managed action plan to combine materials management with cart fabrication for improved flow of manufactured parts.• Coordinated and led several week-long continuous improvement projects focusing on increasing productivity. Reported out to executives.• Increased on-time delivery in spares department from 79% to 93% in three months by reviewing flow, communicating with operators about issues, and implementing processes to increase productivity.