Quality Assurance Manager
Resume:
EXPERIENCE
SUBURBAN BOLT AND SUPPLY COMPANY
Director of Operations (January 2010 to Present)
Responsible for the total business operations of a wholesale distribution
company of industrial fasteners reporting directly to the shareholders. Job
responsibilities include direct oversight of Sales, Warehouse Distribution,
Branch Operations, Human Resources, Accounts Receivable, Accounts Payable,
and Purchasing.
Accomplishments:
. Led growth efforts resulting in sales increase from 2009 to 2012 of
over 40% with three record sales months in 2011 and 2012 while taking
the company from loss to the highest operating profit in over 12 years
. Led the successful implementation of an ERP system - Infor SXe. "One
of the best implementations that we have seen" says the software
implementation partner
. Led a re-branding effort including a new logo, and refreshed web site.
. Established the company's first price matrix yielding consistent
pricing.
. Conducted "kaizen" events in warehouse operations and the Sales
processes
. Currently kicking off implementing a paperless warehouse order
processing system using bar code scanning technology
. Initiated strategic planning and started a "culture initiative" with
the shareholders defining company vision and values creating "The
Suburban Way"
. Implemented the company's first successful employee performance
appraisal process
. Established standard operating procedures
The Pendo Group LLC
President (November 2008 to Present)
Responsibilities include all aspects of start-up and operations of this
Limited Liability Corporation from logo design and marketing to accounting
and administration. The Pendo Group, LLC offers Organization Development,
Technical Consultation, Lean Implementation, and Training to organizations
using a values-centered approach to making things better. Developed many
improvement tools and training programs including:
Accomplishments include: The development of several modules of Certified
Quality Technician Training and Training Delivery for the Professional
Development Department of a leading local university which yielded five out
of five ratings by the participants. Also, implementation of process
mapping, and Kaizen style Lean Attack Workshops yielded significant results
for clients with an example at one client showing a key process reduction
in cycle time of 36% and an overall decrease in lead time of 27%.
ReCellular, Inc.
Director of Manufacturing (January 2007 - November 08)
Responsible for global operations of a wireless phone recycling and
remanufacturing company. Direct responsibility for the North American
facilities as well as operations in Latin America (Brazil) and Asia (China
and Hong Kong). Led the manufacturing group through major expansion:
. An increase in collections input from an average of 240,000 phones
per month in Jan '07 to over 500,000 in Jan '08.
. Remanufacturing/refurbishment growth from 10,000 phones per month
in Jan '07 to 70,000 in early '08
. Instituted Lean Principles including 5S, Kaizen, Value Stream
Mapping, Visibility Management, Standard Work, KanBan, and Takt
Time balance resulting in labor content reduction, improved work
flow, and sizeable inventory reductions of over 50% in several
product lines
. Stabilized Asian operations and developed a world class supply
chain management system.
. Implemented APQP for launch of new product improving timing,
standardization, and quality as well as cost
. Designed a refurbishment process using lean principles that
improved output and labor content by 100%.
. Converted the collections receipt process and call testing process
from a 'push' to a 'pull' system using KanBan signaling and labor
balance to receipt demand takt time
. Developed & launched company's first use of "Dash Board" metrics
for performance measurement and improvement
Guardian Industries (1989 to 2007)
General Manager, Warren, Michigan (April 1999 to January 2007)
Responsible for all operations of three metal and plastic Tier 1 Automotive
trim facilities including recruitment and retention, customer contact, new
business development, P&L, and extensive capital improvements to the
facility. Oversaw the acquisition and start-up of two expansion
facilities.
. Led the quality initiative that moved plant from Q1 probation status
to averaging less than 20ppm per year for all customers combined
. Developed and implemented lean manufacturing principles linking the
processes from supplier to customer
. Safety First initiative resulted in a reduction from an average of
50 reportable incidents to an average of 5 for over four years as
well as reduction of lost time accidents from 5 per year to only 2
total (ergonomic) in over four years with an annual savings
estimated at approximately $200,000
. Chosen as a member of the task force for a company-wide cultural
initiative focusing on the core values of safety, respect, quality,
efficiency, accountability, and vision
Lean Manufacturing Manager, North American Trim (Oct 1997 to April 1999)
Divisional Leader of process improvement activities and cost reduction
programs at all six trim locations, reporting to the Vice President of
Manufacturing. This included development and deployment of training,
analysis, and assessment.
. Developed and conducted a highly successful process improvement
program resulting in significant cost savings at each facility
. Introduced concepts of Lean Manufacturing Principles at each plant
. Developed and implemented a 5S type system (CANDO)
Plant Superintendent, Covington Georgia (May 1993 to Oct 1997)
Responsible for all production activities including staffing, tooling,
maintenance, scheduling, training, and operations.
. Developed efficient management and manufacturing systems while
growing from 165 to 350 employees
. Improved efficiency by an overall average of 10% and a scrap
reduction of 30%
. Developed and introduced visibility management for work cells
. Member of the QS 9000 certification team, responsible for the
achievement of certification
Quality Assurance Manager, LaGrange Georgia (June 1991 to May 1993)
Responsible for all aspects of the Quality Assurance Department of a Tier
One automotive OEM supplier. Included oversight of a paint performance
testing lab, and was responsible for customer interaction and problem
solving as well as directing supplier quality.
. Achievement of the plant's first Ford Q1 status and Chrysler's
Pentastar Award
. Development of quality systems for Tier 1 supply to Ford, GM, and
Chrysler
. Started up a testing lab for plastic and paint performance testing
Industrial Engineer, Covington Georgia (April 1989 to June 1991)
As the first IE organization-wide, I was not only responsible for
performing all traditional functions such as time studies and plant
layouts, but also introducing these concepts to the employees of the plant
and other locations as well.
. Leader of the implementation of cellular manufacturing company wide,
transforming the plants from departmentalized metal stamping and
assembly operations to work cells
. Cellular manufacturing efforts reduced overall inventory by
approximately 60% in the Covington plant
. Improved labor content per piece by an average of 10%
. Reduced floor space by 50% through JIT
EDUCATION
BS Industrial Engineering - Tennessee Technological University (December
1988)
COMMUNITY INVOLVEMENT AND TRAINING
Christopher Harrison
20 Windemere Place
Grosse Pointe Farms, MI 48236
Email: ********@*****.***
. 3 day Lean Attack Workshop
. Total Lean Culture Implementation Process
. Value Stream Mapping Exercises
. Five S program
. Takt Time Calculation modules
. Standard Work Templates
. Quality Systems and High Performance Team Training
. Values Identification and Cultural Development Process
. Dale Carnegie Training
. Wayne State University Professional Development Trainer
. Michigan Quality Council's Board of Examiners
. Pi Kappa Alpha Alumnus
. Detroit Regional Chamber & East Metro Chamber
. Economic Club of Detroit
.
. Rotary International: Grosse Pointe
. Leadership Newton County
. Grosse Pointe Farms Boat Club (Commodore 2007)
. Wining Futures Mentor (Awarded for Outstanding Leadership 2005)
. Disney Approach to People Management
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