蔡春喜 Email and Phone Number

1. Establish quality culture of soling industrial park (SLPS improvement system, QCC activity, One page quality improvement, 13597 quality alert, 12730 due day management, three present two original, five steps of training, etc.)2. Benchmark management activities of soling industrial park (GTMC, DensoTen, VDA6.3), established benchmarking line management system3. Carried out CNAS certification of the laboratory, and successfully obtained the national accreditation laboratory4. Completed the infrastructure construction of quality management, and realized the connection between the industrial park and the r&d terminal in shenzhen. Realized from the pure product inspection to the process quality control transformation, the entire staff quality management. Continuously coach suppliers through SQA to keep the advantage of low price of materials. Promoted the quality management requirements of OEM Aotomobile factories in the company, improved and innovated the quality with the concept of zero defect5. Comprehensively organized and sorted out the basic management process of the industrial park, organized the construction, and met the requirements of domestic first-line automobile factories and overseas (Denso) ODM production and manufacturing base

As quality director is responsible for the comprehensive quality management, including new product project quality control, the company daily IQC, IPQC, OQC, CQM work management.Continuously improve product quality improvement.Leading customer quality problem disposal.Products in BOSCH, TTI, Visteon, schaeffler, Hella, UAES, panasonic, Philips online quality has been stable within 10 PPM.As members of the senior management core has been committed to the production process optimization and production automation.Company specializing in precision products for high-end customers in the world, the pursuit of the most advanced production technology and processing precision, quality management advanced also keep synchronous with the customer.

2010.5~2015.2, 工作在国内知名的汽车电子公司(ADAYO 华阳通用). 2010年担任公司质量部长，管理（SQM、前装、后装、DOP产品）全面的质量管理。2011年10月后主责担任前装事业部质量部长（管理前装DQA课、SQM课（公共），CQM课，OQC课），分管下属230人（2011年后前装逐步发展起来，主责建立前装的质量管理体系，流程，售后市场质量管理。前装质量系统人数由25人发展到145人）。ADAYO华阳通用电子有限公司主要为国内前装车厂配套。全公司年产200多万台汽车导航、DVD、多媒体播放器MP5、TPMS、空调控制器产品。同时生产海外市场车载导航产品ODM，国际知名厂商ODM生产服务，国内专车专用市场产品。员工人数3000多人，年产值20多亿元。本人全面负责前装车厂的质量管理工作。包括新产品设计质量验证管理，量产批准，OQC生产过程质量控制，出货质量，各车厂中转仓质量管理，零公里装车、售后IPTV-3，3MIS，6MIS，FCR市场质量管理。同时负责全公司供应商质量SQA管理。现状（长城汽车、江淮、北汽、北汽银翔、东南、一汽（马自达）、柳汽）零公里装车质量150ppm以内，售后IPTV-3质量0.5，MP5产品FCR不良（12月市场退机率）2000ppm以内。中转仓质量在800ppm以内。公司的物料质量PCB：20ppm以内，线束/连接器：40ppm以内，机芯：300ppm以内。塑胶料：1000ppm以内，电子料（L/C/R）：10ppm以内，TFT/TP/lcd:500ppm以内。2014年度获得长城汽车“质量经营”奖，零缺陷管理“进步奖”。在公司内部全面推行QCC活动，每周四“质量问题登录”质量日活动，每周内部质量监察活动。在供应链推行4M变更管理、QCC、“零缺陷”管理活动。本人全面推广一系列质量改进活动。有5位课长协助本人工作.月薪工程师45人得到了长足的进步。团队工作氛围融洽。团队合作精神可佳，推动技术系统对每款产品进行了多项设计改进。客户评价较好。本人注重DQE、QE、SQE、CQE工程师技术能力的积累。从质量管理要求去推动技术标准化，平台化。质量工程师有了质量技能的增长，也有了技术技能的增长。

2003.5~2010.3, 工作在国内知名的汽车电子公司（CWB 合兴集团）. 先后在浙江工厂担任企管部经理兼集团管理者代表,上海工厂担任总裁助理（分管全集团4个工厂质量管理），质量部长. 公司生产汽车接插件, 汽车线束, ABS系统线束, ECU/CCU连接器, 主要为国际一级汽车电子客户配套。任职期间, 作为管理者代表成功地为浙江工厂和上海工厂导入ISO/TS16949:2002质量管理体系并通过了认证. 在公司内全面推行了APQP和PPAP流程, P-D-C-A过程, 作为内部讲师为公司进行了多次关于APQP,PPAP,SPC,MSA,FMEA, CP, 5S,8D,5WHY,GP-9,GP-5,GP-11,GP-12等相关工具和流程的培训. 本人有在国际大企业SiemensVDO担任SQM经理的经验, 同时在工作中又多次接待了DELPHI, BOSCH, HELLA, TRW, VISTEON, SGM,SVW,CLARION的供应商审核和项目管理工作. 吸收了很多优秀的管理经验和方法, 在公司内宣贯这些客户的特殊要求. 自已对汽车电子厂商的要求有了更深入的了解和熟悉.

2000.6~2003.5:Supplier Quality Assurance (SQA) manager, Purchasing Department, Siemens VDO Automotive HuiZhou Co., Ltd. Report to local senior Purchasing manager and Function Boss in Wetzlar Germany.My team SQM was competent and cooperative, focus on supplier quality planning process, APQP following up and PPAP/ISIR approval, we handle all components’ sample quality, suppliers’ process release by process audit (VDA6.3). Run and rate evaluation and Safe Launch Containment requirement. SQA participate the new source committee. SQA handle regular supplier Quality Capability Assessment (VDA6.3), suppliers’ quality system development.I also well understood the materials’ quality control process, Ship to Stock, PPM management (database, PPM roadmap), quality complain (Alert) to our supplier, 8D-Report, Suppliers’ Performance Rate evaluation system.I was the audit team leader to audit about 50 suppliers in China, I also joined the audit team that came from Europe a few times, to audit Philips, Yageo, NDK, Sumida, Shinwa, Pulse ect. I accumulated a lot of experience of audit, and also learned some kinds of components’ production process. I was interesting in this kind of job.Key achievements during I was SQA manager:-APQP integrated into new product development. PPAP approval for all new components.-Number of deliveries under incoming inspection ＜20%-Purchase turnover with suppliers covered by General Quality Agreement ＞90%-Purchase turnover with suppliers covered by process audit ＞90%-Supplier quality PPM performance improve by ＞30% (per year)-warranty costs cascaded to our suppliers.-Supplier Performance Rate monthly average ＞90, (assessments for ＞80% of purchase turnover)-Participation in target costing & sourcing committee.I worked hard for SiemensVDO Automotive global purchasing policy. My SQA team grew more powerfully, well organized step by step, I focused on Human management and team building.

Director, Quality Assurance department. Tanashin Denki (Dongguan) Co., Ltd. A Japanese company supplying Hi-quality Mechanisms (Deck).This is my first job after I came out of university. I worked very hard together with Japanese adviser. I learned know-how of mechanism, Know-how of manufactory procedures, QC-7 methods, QCC and TQM management, QS9000 requirements. I worked in Quality Assurance department, provided good serves to many Japanese companies. I visited their company a few times also. Such as Sony OEM companies, Aiwa OEM companies, panasonic, JVC, Clarion, Sharp, Pioneer, Kenwood ect. I learned too many working experiences, these are very useful in my next jobs. I can understand some Japanese and can speak a little Japanese also.In 1999, I was the main leader for transfer model TN-RAT1 and TN-CCD1001 (Car CD mechanism) from Malacca plant to DongGuan plant. Then Tanashin DongGuan plant could run mass production of CD mechanisms. It was a good experience.Dimission reason: personal reasons, want to work in European or American companies.