Quality Manager
Resume:
CLYDE E. SMITH, Jr.
*** **** ***** **., ******, KS 67114 H: 316-***-**** C: 316-***-**** ************@*****.***
Executive Profile
Innovative executive and management professional in search of an organization interested in succeeding
in World Class Manufacturing. Experienced with manufacturing and operations in single- and multi-plant
environments. Strengths include: managing multi-level employees, supply base development and
management, successful change agent with the ability to deliver mission-critical results, business-savvy to
deal with customer relationships, skilled in ISO 9001-2008, ISO 14000, ISO 18000, and TS16949, A2LA
Certification, NDE, ASME requirements, solid experience in developing and managing P&L, strong
analytical skills, and team building. Focused on safety, customers, employees, quality, production,
suppliers, Six Sigma, Lean and continuous improvements. Education is current, relevant and ongoing.
Skill Highlights
•
• Change agent with the ability to deliver Business operations organization
•
mission-critical results Strong drive
• Leadership/communication skills • Customer-oriented
• Team builder • Visionary with good analytical skills
Professional Experience
Manager of Operations
Case New Holland, Wichita, KS 05/2011 - Present
The Case New Holland’s Wichita plant is part of the Fiat Group, manufactures 44 different models of skid
steers and compact track loaders. The Wichita facility is the first CNH Plant in United States to achieve
the Bronze Award for World Class Manufacturing and it is a non-union facility.
General:
• Oversee all operations, including planning, scheduling, production, maintenance, tooling, safety
and environmental.
• Established and manage a $5 million P&L.
• Major driver in World Class Manufacturing, reducing operation costs and improving quality.
• Responsible for management of 500 direct reports, both salary and hourly.
Operations Management:
• Handle all functions related to all manufacturing activities:
state-of-the-art 3-shift weld shop,
o
2-shift paint department and
o
2-shift mixed model assembly line.
o
• Establish and effectively manage a $5 million budget,
• Develop and execute plans to drive World Class Manufacturing activities in all areas, while
reducing operating costs and improving quality.
Project Management:
• Spearheaded the creation of a modern training department within the facility. In the first year,
100 employees were trained in World Class Manufacturing Techniques
• Implemented a state-of-the-art paint training center; all painters completed the certification
program.
• Executed the World Class Manufacturing Process in all areas. This resulted in expansion of WCM
activities in all manufacturing areas through use of the WCM tools, process monitoring and reviewing
the results. Achieved the Bronze Award for World Class Manufacturing based on an external audit.
The Wichita Facility is the first CNH facility to achieve this award in the United States and ranks
eighteen on the list of CNH facilities World Wide to gain this accomplishment.
Staff Development:
• Launched professional development courses for all staff.
• Mentored and coached employees resulting in a 37% increase in productivity.
• Developed and implemented a plan to improve the bench strength.
• Catalyst in team building within the organization.
Selected Accomplishments:
• Spearheaded cross-functional initiative to achieve the "2012 Industry Week Best Plant Award."
• Strengthened company's business by leading implementation of World Class Manufacturing and
initiating the move to improve equipment technology, resulting in 32% quality improvement, 37%
productivity gain, 33% downtime reduction, and 33% production increase.
• Guided the facility to 1 million man-hours without lost time accident and reduced recordables safety
events by 44%.
• Accountable for building cost effective machines with the highest quality ensuring overall customer
satisfaction is met.
• Developed and directed strategy for launch of new product that grew market share by 5% in the
marketplace within 11 months after launch.
• Catalyst in improving inter-department and customer relationships by establishing regular team
meetings with managers, supervisors, leads and shop employees to encourage open dialog, team
work and problem solving.
Director Of Quality Assurance
Peerless Mfg. Co., Dallas, TX 09/2009 - 05/2011
Peerless Manufacturing Company is a global leader serving the energy industry. They design,
manufacture and supply a wide range of compact, high-efficiency separation filtration equipment and
environmental systems for the reduction of air pollution. Peerless is a non-union company.
General:
• Responsible for quality activities for four US facilities and three facilities overseas, and
included the ISO 9001-2008 program, supplier quality, process quality, products audits and the
Quality Nuclear Program
• Interacted with customers and resolved customer complaints.
• Ensured all facilities met or exceeded quality standards such as 3rd party inspections, NDE,
Root Cause Analysis, Quality Tool Box, etc.
• Directed a staff of 19 salaried and hourly employees comprised of 7 Quality Managers and 12
Quality Technicians.
• Headed Continuous Improvement activities in the organization.
Selected Accomplishments:
• Strengthened company's business by leading implementation process improvements in
manufacturing to enhance the China facility, a start-up operation.
• Critical support for the Executive team to develop and implement the Business Unit Concept.
• Reorganized the Nuclear Program to include 10CFR50 Appendix B and 10CFR21 requirements.
• Headed the effort to register all facilities, including Headquarters, to ISO 9001-2008.
• Elimination of non-conformances; i.e., 30% non-conformance rate for separation units was
reduced to >1%.
• Developed and implemented a Quality Supplier Program using a vendor evaluation and scorecard
to enhance accountability and in-turn, improve quality of goods received from our suppliers.
• Directed the process of the quality system to move from an inspection quality organization
to an auditing and pro-active improvement quality organization.
• Arranged and managed customer meetings to solicit positive feedback and suggestions for
improvements.
• Lead weekly meetings with other department directors to discuss performance, quality, and
service issues. Assignments were made and tracked. This program profoundly affected relationships,
performance, quality and service.
Quality Manager
AGCO, Hesston, KS 10/2006 - 09/2009
AGCO is one of the three leading manufacturers and distributors of agriculture equipment and related
replacement parts. It was a union facility
General:
• Managed all quality activities for five on-site facilities: two fabrication and welding facilities
and three assembly facilities.
• Responsibilities were to oversee the ISO 9001-2000 program, supplier quality, Six Sigma
programs, process quality, metallurgy lab, audit programs and KPI tracking.
• Directed enhancement of the quality process to the more advance tools that have been used in
the automotive industry.
Selected Accomplishments:
• Initiated the Advance Product Quality Process to ensure smoother launches.
• Used the DMAIC methods to reduce variation
• Worked with the management team and plant employees to implement 5S program and
apply lean technology in identified areas.
• Management team member for AGCO Production System Implementation. This initiative
included implementing state-of-art robotics technology to the weld shop in the baler and other
component areas. This improvement resulted in 35% cycle time reduction and 45% quality
improvement.
• ISO Findings included only Suggested Improvements; not one non-conformance.
• Headed a team to eliminate spare part errors to dealers. The last year I was there we had zero part
errors.
• Initiated a dealers’ conference to provide a platform to receive feedback on areas for
improvement.
• Participated in a taskforce to evaluate and justify a $50 million paint system for the facility in
response to customer concerns.
Manager of Quality and Environmental
Metaldyne/FormTech Ind., Detroit, MI 09/2004 - 09/2006
Metaldyne/FormTech forged and machined products for the automotive sector from raw billets. This was
a union facility.
General:
• Managed all quality and environmental activities, specifically overseeing process quality, supplier
relationships, metallurgy lab, technical services (customer visits and complaints, warranty, and return
goods), and the TS16949 program.
• Ensured the facility met or exceeded the required Quality and Environmental standards.
• Managed a total staff of 10, of which 3 were quality engineers.
• Headed the Continuous Improvement initiative for all departments.
Selective Accomplishments:
• Implemented and demonstrated the extensive use of APC, DOE, FMEA, APQP and other AIAG
methods.
• Enhanced quality and environmental systems to eliminate non-conformances in external audits.
• Lead efforts to improve outgoing quality to Honda through the use of DMAIC tools, ultimately
moving the plant off the Honda Supplier Watchlist.
• Worked with customers to improve relationships and service. Customer satisfaction rose over
60%.
• Improved the PPMs in the plant. In 2006 the results were 3 PPMs.
• Implemented a quality system using the Plexus.
• Implemented an 8D corrective action program and documentation system.
Director of Quality, Safety, Environmental and Machining Operations
AmeriForge Group, Houston, TX 03/2002 - 05/2004
AmeriForge Group forges hot forgings, hot rings and machined products made from raw material. It was a non-
union company.
General:
• Directed all quality, safety and environmental activities for five facilities.
• Director of Machining Operations at the Headquarters plant, managing all aspects of the
Machining Operations (supply chain, scheduling, production, maintenance and tooling). My areas of
responsibility met or exceeded requirements and standards.
• Managed P&L of $3.5 million.
• Responsible for supplier quality program, process quality, metallurgy lab and technical services
(customer complaints, warranty and metrology lab).
• Developed and executed a plan to have all five facilities ISO Registered.
• Spearheaded the lean process in the machining operation which reduced operating costs and non-
conformances.
Selected Accomplishments:
• Developed and implemented a supplier quality system to support the Forging and Machining
Operations. This system reduced nonconforming material by 67% and cost of poor quality by
25%.
• Obtained ISO Registration in 11 months for all five facilities.
• Lead the efforts to work with Texas Commission on Environmental Quality to correct
and eliminate serious violations that in the past had resulted in penalties/fines.
• Instituted a Web-based state-of-the-art quality system.
• Design, purchased and oversaw the installation of a $350,000 metallurgy lab and obtained
A2LA Certification for the lab.
• My team reduced the Machining Operations backlog from $4 million to $800 thousand. All past-
due orders were eliminated, some over a year old.
• Developed and implemented cellular manufacturing techniques improving efficiencies from
46% to over 80%.
• Reduced WIP by 75% using a pull forward system based on customer requirements.
• Reduced operating costs by 50%, saving $400,000.
• Used SED to reduce machine changeovers from 1-1/2 hour to 5 minutes.
Director of Quality and Manager of Operations
Titan Wheel International, Quincy, IL 09/1995 to 03/2002
Titan Wheel International is the largest off road steel wheel manufacturer in the world, making steel
wheels for major manufacturers of agriculture, construction/mining and military vehicles. Two facilities
were non-union and one was union.
General:
• Managed day-to-day quality activities at Headquarters and directed Quality for the other two
facilities.
• Directed the quality activities for three facilities
• In charge of ISO Registration process for all three locations
• Introduced the facilities to SPC, FMEA and APQP.
• Manager of Operations of three paint departments and a wheel assembly area.
Selected Accomplishments:
• Obtained ISO Registration for two facilities within 11 months.
• Main driver in the reduction of scrap and non-conformances by 45% and cost of poor
quality by 15% by implementing training, and updating procedures and work instructions.
• Justified a capital project for a new paint system with a ROI of $900,000 in the first year.
• Assisted and implemented in the design of one of a kind dynamic steel wheel and locating
machine for wheels.
• Saw a 35% productivity gain with improved throughput in the wheel assembly area using
the lean concept.
Manager of Quality Assurance Systems
Michelin Tire Co., Greenville, IL 05/1975 to 09/1995
Position held:
Manager of Quality Assurance System 1988 - 1995
Supervisor of Quality Control and Production Mgr. 1981 - 1988
Training Instructor of Quality Control 1979- 1981
Quality Control Inspector 1975 - 1979
Education
Master of Science: Engineering Management 2003
Cheyenne, Wyoming, US
Kennedy-Western University
Bachelor of Science: Business 1991
Limestone College Gaffney, SC, US
National Dean's List - 1991
Member of American Society for Quality
Certified Quality Auditor - 1991
Certified Quality Engineer - 1992
Judge for Honda Outdoor Inc. Quality Circle projects - 1992
Lean Concept training - 1998
Completed Black Belt Six Sigma Program 2005
Trained at Honda America on Change Point Control - 2006
Trained in the AGCO Project Management - 2007
Principle of Lean - 2007
RABQSA - Certification ISO 9001-2000 Lead Auditor - 2008
ASME Section VIII Code Training -2009
ASME Section IX Code Training - 2009
Master Certified Business and Project Management 2012
Industry Week Best Plant Conference - 2012
Industry Week Best Plant Conference - 2013
Trained in the AGCO Production Management System –
2008
Trained in the Case New Holland WCM/Lean System – 2011
Active member of the Wichita Chamber of Commerce -2011
Contact this candidate