Partnering with customers, suppliers, and internal stakeholders resolving quality related issues. Creating documents (SOP, DOP, WI, reports, etc.) establishing processes and procedures to ensure delivery of quality products.

Managed 4-employee engineering services group tasked with managing changes to multiple products; creating SOPs, department operating procedures (DOPs), work instructions (WI), templates, and reports; developing CAD documentation; and leading special projects for 40-employee contract manufacturing operation. Created and managed key performance indicators, engineering change request (ECR) process, and RFP process; led identification and reduction of redundancies and gaps. Allocated a $2.5 million annual operating / capital investment budget. Managed project to introduce a new PDM system that saved $60,000 in implementation costs—delivered project 6 months ahead of schedule by managing requirements definition, developing / adhering to project charter, accurately cleaning database prior to implementation, and working closely with vendor throughout project.  Introduced engineering change request process and formal ROI / impact analysis assessment process that saved more than $1 million within the first month through avoidance of non-value added product changes. Created project charter for implementation of new product lifecycle management system—saved $1.2 million in upfront installation costs and licensing fees through extensive vendor research and negotiation.  Increased department performance 8%, reducing change review, release, and implementation times by defining and monitoring key performance metrics (KPIs).  Enhanced communication and collaboration of cross-functional, multisite team through facilitation of onsite and remote meetings, webinars, and conference calls.

Led R&D configuration / sales item management projects, overseeing implementation of changes at global contract manufacturers. Created and maintained electronic bills of materials, item master data, and engineering changes. Led team in developing departmental procedures that improved efficiency and ensured deadline adherence.  Initiated several Six Sigma Black Belt projects to address business-critical issues identified through root cause analysis, utilizing DMAIC model to implement corrective actions.  Implemented performance report cards throughout all 5 global design and manufacturing sites that reduced product defects and rework costs, improved communications, and increased first build product quality—report card process was subsequently adopted / implemented by sales and marketing organization.  Improved configuration management process, leading to a 95% increase in global supplier satisfaction.Location closed.

Oversaw inspection area for 5 product lines, established inspection / quality assurance procedures and policies for internal / supplier operations. Partnered with customers, suppliers, and internal stakeholders to resolve quality issues, utilizing Six Sigma and Kaizen methodologies to analysis and identify root cause of defects, reduce costs, and eliminate waste. Oversaw change management activities for 400-employee production operation.  Led Kaizen process improvement initiatives that reduced production cycle time 15% and introduced a continuous flow manufacturing system.  Saved more than $100,000 (an 8% reduction) in non-conforming material costs within the first year in position by refurbishing products and returning defective material back to suppliers.  Reduced manufacturing issue response time 60% reduction by improving customer information accessibility.  Reduced product defects 50% by creating control plans, check sheets, and visual aids for production team.  Established and implemented a revision control process for hardware / software NPI builds, maintained revision / version control on NPI and sustaining products, and managed changes at supplier and customer sites.Acquired by Flextronics International

Change Management: (1998 to 2000)Oversaw change management activities for 400-employee production operation. Addressed cost / pricing, manufacturing, testing, and R&D issues with customers, negotiated customer contract terms, and worked with supply management team on quoting / supplier issues. Managed changes and rework at supplier and customer sites.  Created a hardware / software revision control process for outsourced NPI builds; maintained revision / version control on NPI and sustaining products.  Developed an electronic reservoir to manage hardware, software, and quality documentation.  Created and implemented soft and hard copy storage of all customer documentation, significantly reducing response time to manufacturing issues and meeting ISO requirements. Manufacturing Engineer: (1998 to 2000)Identified, developed, and implemented manufacturing process improvements and custom tools for 400-employee production operation. Created estimates of production time, saving needs, and costs for management. Partnered with R&D, customers, and manufacturing team to transition new products to full-scale production.  Created manufacturing documentation that cut production time 20% and improved repeatability performance.  Improved production efficiency 15% by creating tooling and templates for 7 product lines. Achieved a 10% reduction in regulatory agency fines by ensuring impacted product changes were sent for testing. Spearheaded supplier Kaizen initiatives that reduced material costs 10% and cut defects 12%.Acquired by Solectron in 2001

Progressed through roles in product assembly, telecommunications equipment testing / debugging, and manufacturing engineering with Nortel.Location acquired by C-MAC. (1988 to 1998)