Senior Manager for Quality
Dyncorp Int'l
Total des années d'expérience :37 years, 7 Mois
1Lead all aspects of Quality in the company
2. Lead all continual and Process Improvement initiatives at top organ izational through floor levels.
04/2010 - Current, DynCorp International/Al Taif Technical Services (A large Maintenance, Repair, and Overhaul operation for the UAE military.
Senior Quality Manager: Direct and lead the 1000 person organization in the pursuit of world class quality and performance excellence by applying six sigma and lean techniques to the maintenance, supply and logistics operations. Enhance Quality Systems Basic services to the organization, vendors, and the external customers.
Core Duties: Direct the company's continual improvements processes, enhance the QC program, QS documentation review and publishing process, the QA audit and analysis program, technical publications processing, and QMS training. Lastly, oversee implementation of lean projects to include cycle time reductions and 5S enhancements, while continually maintaining strong customer interface. Introduce quality and management principles systematically to enrich the program.
1. Hosted four 3rd party surveillance audits yielding zero non-conformance results.
2. Deployed a company-wide LEAN program, directing both the strategic and implementation leaders to 25 approved and implemented kaizens/projects with over 40 planned.
06/2008 - 04/2010: ITT GMASS (General Maintenance and Supply Services) TO-1 International Systems Division Senior Quality Systems Manager: Direct the 2, 500 person Program's Maintenance, Supply, and Logistics activities to comply with the Quality Management System, by: • Facilitating analysis via WBS (work breakdown structures) for the contractual Statements of Work to identify and report on performance based metrics
• Training staff to increase Program knowledge base on quality systems.
1. Received an intense 3rd party audit 2 weeks after arrival with 25% of authorized staffing. Executed open items 30+ days ahead of schedule and decreased audit findings from 15 to 2.
2. Directed an efficient documentation system, enhanced top management review, and refined the internal audit system.
3. Only person in the 2500 person Program to receive the individual 2008-2009 ITT Silver Ring of Quality Award.
01/2006 - 05/2008:, Dongyang Mechatronics, S. Korea. (new technology motor systems)
Senior Quality Systems Manager for International Operations: Primary customer quality interface for North American ventures. Focus was on supplier/vendor quality initiatives, internal preventive measures and customer feedback issue resolution. Assisted in process/projects integration with the Advanced Product Quality Planning (APQP) model of product realization in 3 areas: • Risk analysis: Facilitated deep dives for operational excellence. 2007 customer quality level was 7 parts defective per million parts sold leading to 62% company new business growth projected to 2010. (Industry target is < 25 PPM.)
• Change Management/Lean: Enhanced company awareness of advanced quality and lean manufacturing concepts through production/technology team workshops. Facilitated a positive and supportive commitment to change in a 6 days/14 hour workday environment.
• Organization and Change: Provided consultation to the executive managing director on organizational structure options such as process vs. function based teams, business process and value stream mapping, etc.
03/2005 - 12/2005: Operations Consultant for TRW, Syracuse, NY.
01/2000 - 10/2002: Franklin Precision Industries.inc. (Toyota based maker of auto fuel delivery systems) General Manager for Quality, Lean Manufacturing (TPS), Material and Production Control:. Developed and implemented strategy and direction. Also chaired the Safety Program using Toyota System principals, reducing worker comp costs by 25%, 1st year.
1. Directed the logistics group to achieve an 8-10% decrease in inventory carrying costs, while maintaining 98 - 100% on time delivery. Implemented kaizen teams to attain 3 yr avg. 14 PPM
2. Supported a $20 million plant investment while generating $.25 million in annual savings.
3. Reinstalled an employee suggestion program generating $0.35 million in year one savings.
4. Direct support of sales staff in generating over 13 production lines to support 30% increase in new business under 3 years, exceeding business growth targets.
5. Cited by the chairman of the board for excellent quality leadership.
6. Received top supplier awards from Toyota and other customers every year.
03/1999 -12/1999: Quality Engineering Manager, JCI, Battery Plant, Geneva, IL.. Managed Quality Control, Process Monitoring, Quality Assurance, Process Improvements, and product engineering quality planning. Oversaw the launching of process improvement team that identified over $1 million in savings based on changes to processes and content of battery plates. Led the battery plant to zero non-conformances on their re-registration 3rd party audit. First in the entire division to accomplish this. Founded the plant newsletter, focused on quality and manufacturing engineering. Developed new and modified existing procedures and controls to achieve the highest levels of compliance to customer requirements.
06/1985 - 06/1998: General Motors Corp. Divisional
o Sr. Reliability Engineer Implemented DOE to support manufacturing engineering challenges in heat exchanger plant.
o Quality Systems Coordinator, Formed strategic and tactical level teams, coordinated external support, and directed the launch of QS 9000 for the entire $2.5 billion division.
o Divisional Sr. Supplier Development Engineer, Worked with vendors who were requesting pricing increases to implement a continual improvement methodology to reduce their operating costs, saving potentially millions of US dollars in price increases.
o Sr. Sales Engineer, pursued non-allied, aftermarket, and service operations sales growth while managing $100 million plus in accounts. First in over 25 years to bring in a sales account directly from a competitor, with $2.5 million annual revenue.
o Plant Supervisor, Supervised multiple production lines and products, from plastic injection molding to HVAC, to thermal products manufacturing.
Additional duty was Divisional Audit Coordinator, in support of sustaining implementation of QS 9000, the automotive version of ISO 9001, which preceded TS16949.
10/83 -6/85, US Army Asst. Logistics Branch Chief for tactical track and wheeled vehicles. Coordinated the maintenance capability assessments of contractor designed vehicles to approve for full production release, based on operator level maintenance capability.
Additional Responsibilities:
MBA. State Univ. of NY at Buffalo, w/concentration in Organizational Behavior, 1994
Graduate level studies at Univ. of Pa. Wharton School, GMI, and the Univ. of Southern California. Post graduate studies in Organizational Theory, State Univ. of NY at Buffalo, 1994
Bachelors of Science in Engineering, United States Military Academy at West Point, 1977
