Quality & Continuous Improvement Professional


Last Updated: 21st February 2018 (over 4 years ago)

Address
United States

E-mail
Locked

Phone Number
Locked

Gender
Male

Age Range
45 to 54

Qualification Level
Masters

Languages
English

Summary

Seasoned and accomplished Quality and Operational Excellence Professional practiced and expert in metrics based performance analysis and improvement. Demonstrated ability to blend the practical knowledge of cross-functional
team members with the objective tools of the operational excellence toolbox to identify process gaps, prioritize a strategic improvement approach, and lead/teach/coach/mentor teams through the tactical improvement process. Facilitated efforts to positively impact both manufacturing and transactional businesses by $230M+ during career.

 Quality Management Systems
 QS, ISO & TS Experience
 Lean & Value Stream Management
 Microsoft, MiniTab & Visio Expert
 Six Sigma Black Belt Certified
 Strategic Sourcing & Supplier Quality
 Six Sigma Master Black Belt Trained
 Employee Training
 TPM Focused Improvement Pillar Lead
 Conflict Resolution

Education

Point Park University
Master of Business Administration (MBA)

   Sep 1998
— Aug 1999

California University of PA
Bachelor of Science in Industrial Technology

   Sep 1990
— May 1996

Applied manufacturing and industrial engineering degree program. Specialized in Quality Assurance, Production Methods and Computer Aided Drafting & Design

Experience

Clearwater Paper Corp.
Lean Six Sigma Master Black Belt

   Jun 2016
— Dec 2017

 Part of the plant management teams with responsibility for annual continuous improvement activities for a 3 plant region that exceeded savings targets each year
 Led a slitter/rewinder project that tripled productive throughput on a bottlenecked asset enabling a $4.5M top line growth potential
 Led an OEE improvement project on 2 lines that increased incremental production by a projected 280,000 cases annually

United States Steel Corp.
Lean Six Sigma Master Black Belt

   Sep 2014
— May 2016

 Teach, Coach, Lead and Mentor process excellence teams in the corporate wide Carnegie Way Transformation.
 Served as leader/mentor for a teams that have realized $200M+ in savings since mid-2014
 Managed a portfolio of projects in multiple plants (Gary Works and Mon Valley Works)
 Our team was responsible for the creation and successful deployment of US Steel culture change

Westinhouse Air Brake Corp. (WABTEC)
Division Quality Manager; Freight Car Products

   Jan 2012
— Aug 2014

 Overall quality management responsibility for the Freight Car Products Division
 Drove a 25% reduction in cost of quality via statistical problems solving
 Initiated ideas and value stream projects that saved FCP $500,000 per annum
 Completed QPS (Lean) Level I & II during first 2 years with company
 Co-led the council tasked to develop the training and project management for Wabtec’s Six Sigma implementation

Pittsburgh Glass Works
Operational Excellence Leader

   Jan 2011
— Dec 2011

 Responsible for solving quality & production problems at this tier 1 automotive glass supplier
 Implemented the site Total Productive Maintenance (TPM) Program resulting in a 25% reduction in unplanned downtime
 Lead 2 large scale defect reduction projects resulting in a projected $1MM annual savings
 Co-led the development of the Audi A6 rear window

Xaloy Inc.
Director of Quality & Continuous Improvement

   Jan 2010
— Dec 2010

 Drove a 10% reduction in cost of poor quality in 4 North American plants
 Owned and restructured the global warranty policy and system driving a 25% improvement in warranty cost
 Realigned the company’s ISO 9001:2008 program for better continuity across sites

Industriaplex
Operations Leader (Consultant)

   Jun 2007
— Dec 2009

 Led supplier quality/supply chain projects for Chrysler LLC leading to 68% savings in 3 different commodity groups during the turn-around attempt in 2009
 Co-led the team that established supply chain strategies to save $300M of the $5B indirect material spend for Chrysler LLC
 Project leader for 3 e-Business process re-designs, delivering an incremental $15M annually to the top line, within the customer’s 6 month project goal (24 Hr. Fitness)
 Used best practices and Design for Six Sigma to create the customer service and low cost country sourcing processes for Industriaplex Inc.

McKesson Inc.
Lean Six Sigma Project Manager

   Mar 2005
— Jun 2007

 Project manager responsible for pharmaceutical distribution center support for 2 locations
 Managed the timelines & budgets for projects that impacted key metrics in the business elevating New Castle to DC of the year and Buffalo DC in to the top 10
 Focused on inventory accuracy, scrap reduction, rework reduction, and human factors to add financial benefit to the P&L and improve first pass yield in these DEA controlled DC’s
 Deployed the philosophies and tools of Lean & Six Sigma to all associates through training

Cannondale Bicycle Corp.
Senior Quality Manager

   Nov 2003
— Mar 2005

 Member of the plant staff, managing the quality & testing department (17 direct reports)
 Initiated projects to improve quality from 92% to 98% in the first year
 Deployed the philosophies and tools of Lean Manufacturing & Six Sigma, including DFSS & Stage Gate Process to the engineering and supervisory staff through training
 Served as the liaison between the design engineers, the manufacturing plant and suppliers to assure total quality and manufacturability

Hawk Precision Components (Now NetShape Technologies)
Continuous Improvement Manager

   May 2002
— May 2003

 Managed the lean and six sigma activities of seven Green Belts and 1 Black Belt in a powdered metal precision component manufacturing plant
 Through projects championed and lead, our teams added $500k to the bottom line ($20M/year sales)
 Lead a large scale lean manufacturing project that changed the plant from batch & queue operation to continuous flow operation via value stream management
 Certified as ISO internal auditor
 Performed six sigma training for staff and hourly employees
 Controlled all documentation relating to the justification of capital equipment

Guide Corp.
Corporate Six Sigma Black Belt

   Mar 2001
— May 2002

 Responsible to solve automotive quality problems at this tier 1 lighting supplier to General Motors
 Through projects I led, my teams reduced operating expense and avoided costs of $14.5M

Asea Brown Boveri (ABB)
Manufacturing Engineer & Safety Manager

   Dec 1999
— Jan 2001

 Responsible for all manufacturing engineering activities for 362kV – 550kV high voltage vacuum circuit breakers as well as a welding/paint shop
 Performed kaizen events that increased productivity by 25%
 Earned Six Sigma Black Belt by completing 5 projects reducing or avoiding costs totaling $435k per year
 Served as the safety manager providing OSHA training (501 certified), reporting, and compliance auditing
 Worked on a team that received ISO 9001 certification for the surge arrester plant

Sony Electronics
Product Development Engineer promoted from Process Technician

   Jan 1997
— Dec 1999

Product Development Engineer – 1.5 years
 Facilitated the new & existing product development projects for television
aperture grilles
 Design & verification of product & tooling in a photo-chemical etching process
 Liaison between internal Japanese customers, the US manufacturing & quality
groups
Technician – 1.5 years
 Led process DOE and optimization for 3 projects during the startup of Sony’s
glass plant
 Charged with controlling the dimensional integrity of 27” & 32” television glass
panels

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