Quality Assurance Engineer

Joshua L. Snyder

***** *. ***** **. ******: 574-***-****

Edwardsburg, MI 49112 Email: *********@****.***

Overview

Seasoned leader experienced in leading multiple plants/businesses through change towards optimal performance.

Proficient in numerous areas including: strategic planning, operational excellence, quality, lean deployment, and new

product/technology development. Consistently delivers desired results with a team approach.

Core Competencies

Strategic Planning (Hoshin Kanri) Project Coordination

Team Development and Leadership Cost Reduction and Budgeting

Quality Assurance/Control Make versus Buy Analysis

Process Analysis and Improvement Material Replenishment Planning

Lean Manufacturing PC literate (Microsoft Office, JD Edwards,

Syteline, Minitab, RJG)

Six Sigma Methodology

Broad manufacturing acumen (plastic

Customer Service

processing, assembly, machining, die casting,

Product Development

welding, adhesive bonding, lamination, painting)

Development of Bills of Materials

Professional Profile

Nautic Global Group (August 2011 – Present)

$175M global manufacturer of sport, fishing, deck, pontoon and express cruiser boats with 4 divisions offering diverse

products to the retail market.

Manager, Plant – Pontoon Division (August 2012 – Current)

Full responsibility of safety, quality, cost and delivery of product from raw materials to finished product

covering two plants and with 200+ employees.

Established safety council dedicated to improve recordable incident rates. Actions taken include daily

safety equipment checks, behavioral audits, and job safety analysis.

Drive quality culture through use of source quality, gate inspection zones, and employee accountability.

Established cost reduction team associated to review MRO costs and control.

Continued performing Kaizen events to improve process flow through each manufacturing zone to

improve on-time delivery metrics.

Director, Quality Assurance & Manufacturing Engineering (August 2011 – August 2012)

Developed budget requirements for quality and manufacturing engineering departments. Assisted with

the budget development for manufacturing over six plants.

Responsible for establishing cost reduction plans to achieve $1.0M in annual savings. Plan included

labor reduction, make v. buy, MRO cost reduction

Implemented standard inspection processes for pre-delivery inspection process

Launch source quality inspection requirements and check sheets for manufacturing personnel resulting in

50% reduction in defects found in final inspection

Established key process indicators (KPI) for manufacturing scorecard.

Conducted value stream kaizen events in two manufacturing assembly processes in order to improve

quality (lower defects per unit by 75% in area), increase productivity (overtime reduced by 90% in area),

and lower costs (labor savings of $100,000) and material inventory reduction of $25,000.

Assisting with development and implementation of material replenishment planning system which

includes kitting process, kan ban requirements and line side presentation

Trained manufacturing leads in SPC, team board communication, source quality, and standard work

Lead team in the releasing updated warranty policy for all new products.

Oshkosh Corporation (January 2007 – August 2011)

$7.6B global manufacturer of vehicle and vehicle bodies supporting the defense, government and commercial markets.

The company operates in four segments, namely Defense, Access Equipment, Fire and Emergency and Commercial.

Director, Quality Assurance – Commercial Segment (December 20 10 – August 2011)

Responsible for quality systems and strategies over four business units, including ten plants in five

states and one plant in Canada.

Member of team responsible for establishing common global quality policies and procedures

throughout Oshkosh Corporation

Director, Quality Assurance – McNeilus Division (June 2008 – December 2010)

Responsible for quality of incoming and outgoing product through coordination with purchasing,

operations and engineering for six plants in four different states, with multiple product lines

Responsible for the ISO 9001 program including leading Management Reviews, development and

execution of internal audit program, establishing quality policy, selecting appropriate quality objectives,

and implementation of document control system.

Development, execution and monitoring of quality strategic plan, establishing the McNeilus Quality

Vision, which included recruitment of seven Quality Engineers

Grew and lead Quality Council responsible for the overview of Quality System, Quality Initiatives,

Corrective Action Status

Established manufacturing quality improvement processes such as APQP, Material Review Board, Six

Sigma, Corrective Action, Process Audits, Finished Product Audits, Value Stream Events, Kaizen events,

5S

Developed manning requirements database used to evaluated manufacturing process efficiencies.

Lead team on improving bill of material accuracy

Established employee development programs which included: supervisory management certificate,

certified quality inspector, certified quality engineer, certified welder, certified painter, senior trainer

certificate, lean facilitator certificate

Manager, Process Quality – McNeilus Division (June 2008 – December 2010)

Established process parameters for all key processes, development of standard work instructions, and

establishment of tooling / equipment needs.

Developed quality plan for testing of raw materials, in-process validation, and final product reviews

Pilkington North America, Inc. (February 2002 – January 2007)

Annual revenue of $1.0B, Pilkington North America, Inc. engages in the design, manufacture, and marketing of flat

and safety glass products for automotive and building markets in North America.

Manager, New Model Introduction Quality (June 2006 – January 2007)

Ensure compliance to ISO TS-16949 requirements

Responsible for achieving all APQP and PPAP requirements. Tier 1 customers include Honda, Toyota,

Nissan, Daimler-Chrysler, General Motors, Ford, and Subaru

Manager, New Product Development (January 2004 – June 2006)

Assisted quoting of potential new products defining manufacturing requirements & development costs.

Developed annual budget for department. Team’s time was spent on research and development projects,

new product development, and business support.

Managed the development of new products/processes/technology in the development cycle from design

through launch.

Prove out and set up for commissioning all new or modified production tools and equipment prior to

implementing into manufacturing sites

Engineer, Advanced Process (February 2002 – January 2004)

Prepare product samples for customer / manufacturing evaluation (prototype, pre-production).

Customers include GM, Ford, Nissan, Toyota, and Honda

Provide cell layout to ensure product achieves budget flow rates and manning (Line-balancing, Lean

Manufacturing).

Perform capability studies on tooling and fixtures using Minitab.

Provided necessary documentation to the production facility: standard operating procedures, FMEAs,

flowcharts, and control plans

Hayes-Lemmerz International, Petersburg, MI Operations (July 1999 – December 2001)

$1.26B global manufacturer of steel / aluminum wheels, as well as components that worked in conjunction with

wheels and brakes. The Petersburg, MI operations produced plastic intake manifolds for GM, Chrysler, and Nissan.

The facility closed in December 2001.

Engineer, Process (January 2000 – December 2001)

Supervisor, Production (July 1999 – January 2000)

Education

Ohio University, Bachelor of Science in Industrial Technology, Minor in Business Administration

ASQ Certified Quality Engineer

Six Sigma Green Belt

Toyota Production System

Lean Manufacturing Training

Oshkosh Truck Leadership Training

Pilkington Project Leadership Training

Hoshin Kanri Strategy Development

TS-16949 / QS9000 / ISO 9001-2000 Auditor training

PPAP 3rd Addition

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