• Catalyzed operational excellence initiatives (lean, Six Sigma, and customer satisfaction) across division’s operational and administrative functions, which resulted in winning Chairman's Award for Operational Excellence. For more information, click here.
  
  
• Sparked quality improvement activities that resulted in reduction of cost of quality from more than 3% of net sales to less than 1%. For more information, click here.
  
  
• Directed key manufacturing operation during absence of operations manager, improving throughput by 8% and reducing quality costs by 20%.
  
  
• Initiated and led training and educational initiatives within quality and fabrication organizations, which improved employee flexibility and capability, resulting in higher throughput and increased quality. Integrated employee cross-training plans into facility plans for re-engineering process flows and standardizing work.
  
  
• Directly contributed to plant lead-time reduction of 66% and inventory reduction of 50% in first nine months through lean initiatives: identified major contributors to product variation and costs (quality, yield, process time, etc.) and led cross-functional teams to implement standardized design and component selection.

• Transformed senior management’s negative perception of team’s Master Black Belt by developing his leadership potential and engaging him in key projects to quantifiably improve plant performance. Subsequently, resource has been recognized multiple times for contributions to performance enhancement. For more information, click here.
  
  
• Spearheaded cross-functional team to identify and correct root cause of unacceptable product failure rate. Team reduced failure rate by 35% in the near-term and 20% long-term, saving significant expense. For more information, click here.
  
  
• Built and led cross-functional team responsible for development and deployment of QS9000-registered quality system.
  
  
• Reduced lead-time by 15% and scrap by 10% by leveraging inspector resources to audit processes in manufacturing group. Improved customer satisfaction and created effective team environment between inspection and manufacturing groups.

• Delivered three Six Sigma process improvement projects in supported locations, improving stock fill rate by 10%, machine OEE metric by 90%, and supplier quality for critical components by 25%. For more information, click here.
  
  
• Ensured successful deployment of the Eaton Quality System Phase 1 through onsite coaching and assessing of ten locations, resulting in all sites achieving targeted assessment scores and no major findings during third-party registration audits. For more information, click here.
  
  
• Led plant lean initiatives for quality functions, resulting in reduction of material on quality hold by 40%, inspection time by 20%, and quality inspection backlog by 35%.

• Launched supplier-quality initiatives, resulting in on-time delivery of new capital equipment that improved location capacity by 25%. For more information, click here.
  
  
• Optimized supplier certification activities, which regularly evaluated low-cost country opportunities, and implemented cost containment actions that reduced material costs by 25% and expanded product offerings. For more information, click here.

• Cultivated customer satisfaction surveys and improvement plans that resulted in receipt of customer’s preferred supplier award. For more information, click here.
  
  
• Managed customer interface activities with General Motors and Chrysler to ensure effective corrective action for complaints at assembly plants, resulting in 50% reduction in resolution time, 20% reduction in complaints, and improved supplier ratings for these two critical customers.

• Successfully completed field campaign to avert impact of supplier product defect in less than six months, avoiding $350,000 of estimated costs and retaining key customer. For more information, click here.

• Steered product introduction team to successful launch despite team’s lack of experience with product application and critical-component manufacturing. Improved product quality by 10% and on-time delivery by 20% over previous supplier. For more information, click here.

• Avoided $250,000 in penalty fees and returned all product certifications to "certified" status after assuming leadership of faltering engineering and test division, which had previously been $350,000 indebted to suppliers. For more information, click here.

• Successfully reduced departmental budgets during periods of revenue growth and decline by re-engineering support/service and administrative processes to eliminate waste and non-value-added activities and outsource non-core functions.