Linda S. Dunham

*** ***** *****

phone: 610-***-****

Downingtown, PA 19335

email: abhpcs@r.postjobfree.com

Summary Highly capable quality and continuous improvement specialist

skilled in the use of six sigma and lean techniques (ASQ

Certified SSBB and MBB). Extensive experience in deploying

and executing strategic transformation efforts. Results

oriented, energetic leader with operations management

experience (full P/L responsibility), strong interpersonal

skills and well-rounded business acumen. Business

transformation expertise in both manufacturing and

transactional processes. Strong project management and

change management skills. Formal training and hands-on

success in applying lean and six sigma tools to obtain

world class quality and profitability.

Presently Merck

October 2008 Director, Lean Six Sigma Operational Excellence

to Present I was offered this position in Merck's Manufacturing Division

to drive the business improvement efforts in the vaccine

manufacturing division.

. Leader for Merck Production System (MPS) deployment for

vaccines. This is Merck's operational excellence/lean

manufacturing program.

. Set strategy and vision for all operational excellence

projects for the vaccine division.. Directly manage 17

black and green belts with various engineering

backgrounds and mentor many others dispersed within

business units throughout the organization. Manage

budget, hire and allocate the operational excellence

resources and provide MBB support. Monitor progress of

LSS portfolio of projects and overall strategy by using

financial and customer satisfaction results as key

indicator of success. Leader for Merck Production

System (MPS) deployment.

. Personally lead or sponsor major transformation

projects, such as franchise E2E, ERP deployment, order

to cash cycle time reduction and enterprise process

management.

. Work extensively with other site and division leadership

to prioritize LSS resources on business critical

improvements with tangible payback by utilizing VOC and

understanding key stakeholder requirements.

. Develop and implement various KPI/dashboards for safety,

quality, supply and compliance and integrate into visual

factory.

. Redesign (DFSS) business systems and transactions for

compatibility with SAP and other relational databases,

including CAPA, regulatory compliance and complaints

databases;

. Lead cycle time reduction projects, kaizen events,

prepare report-outs of these efforts to executive

leaders;

. Personally advise and train on the use of statistical

tools, such as DOE, ANOVA, hypothesis testing, and lean

techniques:;

. Lead stage gate reviews of all projects, record in

Powersteering utilizing the DMAIC templates;

. Integrate efforts between LSS, HPO (High Performance

Office), CEM (Change Management) and Training groups to

ensure sustainability of business improvement efforts

and compliance with FDA requirements;

. Administrate and materially participate in the lean six

sigma skill building training and mentoring programs.

May 2001 Federal-Mogul Corporation - Vehicle Safety and Protection

Oct 2008 This $1.7B division of a $7B global automotive parts supplier

manufactures custom composite structures, textile/polymer-

based protective electrical shielding products and friction

materials (primarily brake shoes) for automotive,

aerospace, medical, railway and industrial markets.

May 2005 Director, Quality and Continuous Improvement - Vehicle Safety

and Protection

to Oct 2008 When the Systems Protection and Friction component groups were

merged into the Vehicle Safety and Protection Business unit

in May of 2005, I was promoted to this position, reporting

directly to the business unit SVP. In this role, I develop,

lead and ensure implementation of our quality strategy and

improvement of business systems within the 15 global plants

in the business unit. I led the following activities:

Linda S. Dunham - 2

. Relentlessly pursuing lean manufacturing strategies and

systems that result in sustaining our single digit ppms

and 98% on time delivery performance;

. Championing major six sigma projects. Mentoring and

training other black and green belts on both the

statistical and people and change management aspects of

these projects, both manufacturing and transactional;

. Continuously improving business and manufacturing

systems utilizing lean and TPS techniques in order to

provide tangible productivity improvements. (Kaizen, 5S,

Kanban, VSM, DOE, 7 Wastes, etc)

. Reporting all business unit quality and project launch

metrics and action plans in person to CEO on a monthly

basis;

. Directly supporting plant managers and quality managers

on all external quality audits (TS16949, ISO9001, AS9100

and other regulatory requirements) and performing

internal audits;

. Ultimate responsibility for "elevated" customer concern

resolution and knowledge of customers' requirements,

including prototype approval processes and corrective

action;

. Conducting supplier assessments and resolving supplier

quality issues;

. Ultimate responsibility for sign off on all new product

launches (APQP) and developing action plans to remediate

projects/launches that are at risk;

. Participating as a member of the Federal Mogul Quality

Excellence Council recommending business system

improvements that result in a commercially competitive

advantage in the market.

May 2001 Manager, Customer Focus and Business Systems Improvement -

Systems

to Apr 2005 Protection

In May 2001, I was promoted to be the manager of the customer service

and business system improvement groups for the 5 global

Systems Protection plants with sales of $240M. I managed

all regional customer service managers, customer service

representatives, quality managers and all IS personnel

related to business systems and data analysis. My previous

experience in operations improvement and extensive

knowledge of our ERP and business systems gave me the basis

to accomplish the following:

. Utilized lean manufacturing techniques and DMAIC problem

solving in a customer service environment to

significantly improve customer satisfaction, streamline

order processing, reduce invoicing mistakes and enhance

responsiveness while reducing the total amount of

customer service representatives to achieve a

significant business transformation in order process;

. Provided leadership to link manufacturing and operations

(especially quality, picking and shipping) with customer

service groups, resulting in faster response to customer

concerns, expedites and a significant reduction in

premium freight costs;

. Managed transition to bring 80% of sales orders through

EDI, reducing the need for manual order entry;

. Major ERP upgrade in 2004 throughout all locations with

no downtime to plants or loss of real-time transactions,

concurrent with total business systems review and SOX

segregation of duties requirements;

. Aligned customer service groups with IS to utilize

technology and data analysis tools for a competitive

advantage while providing customer with streamlined

order processing and order status tracking.

March 1989 Bentley Harris

to April 2001 This $240M global manufacturing company supplies

textile/polymer composite protective shielding products and

metal heat shields for automotive, aerospace, medical,

electrical and other industrial markets.

April 1995 Plant Manager - Bentley Harris, Exton, PA

to April 2001 In March 1995, I was promoted be the plant manager of the

Bentley Harris Exton Plant (since named Federal Mogul

Systems Protection). I was responsible for the

manufacturing operations of a high volume, textile/polymer

coating operations plant with sales of $55 million serving

the aerospace, defense and automotive markets. I managed

220 Union Employees and 40 salaried employees in the HR,

engineering, purchasing, planning and supervision roles.

My main accomplishments were:

Linda S. Dunham - 3

. Led the plant through a 10-12% productivity improvement

annually by utilizing lean manufacturing techniques,

including FMEA, statistical analysis and project "SWAT"

teams and process automation. Annual sales per employee

increased from $167K to $245K per direct laborer from

1995 to 2001;

. Increased margin and EBITDA while growing at

approximately 10% per year;

. Negotiated labor contracts (USWA) and led grievance and

arbitration proceedings;

. Successful implementation of QS9000, AS9100 and DOD

requirements;

. Achieved a 20% reduction in inventory through use of

constraint management techniques, while increasing

inventory accuracy through use of backflushing;

. Change leader for new ERP system implementation (QAD's

MFG/PRO). In-house expert on system approach from order

entry to shipping and very knowledgeable on the tie-in

to financial modules. Identified and implemented

business improvement processes as part of the

implementation

March, 1989 Quality Manager - Bentley Harris, Exton, PA

to March 1994 I was hired in 1989 as the Quality Manager of the Bentley

Harris, Exton Plant which then had sales of $23M and was

growing rapidly and needed a formalized quality system. In

my last several years in this job, I also was assigned to a

project to increase profitability in the electrical

business segment of the market.

. Successfully increased gross margin of the electrical

products segment from 18% to 23% without a sales price

increase;

. Successfully reduced the number of quality assurance

technicians from 7 to 3 by training shop floor operators

to do their own inspections;

. Implemented SPC efforts throughout the plant resulting

in scrap reduction;

. Trained all new employees in a start-up plant in TN;

. Obtained ISO 9000 certification;

. Used ANOVA and other statistical analysis techniques to

reduce product and process variability;

. Developed process maps and control plans for all

operations.

April 1985 Quality Engineer - Brush Wellman, Reading, PA

to Feb 1989 Manufacturer of beryllium copper strip rolled products.

Feb 1983 Supervisor, Quality Control Metallurgy - Hoeganaes

Corporation, Riverton, NJ

to Mar 1985 Manufacturer of ferrous powder metals.

June 1981 R&D Lab Technician - Pfizer, Inc., Easton, PA

to Jan 1983

EDUCATION Lehigh University, Bethlehem, PA

Bachelor of Science in Metallurgical and Materials

Engineering, 1981

Fluency in Minitab and extensive masters coursework in

statistics

Certified Quality Engineer

ASQ Certified Six Sigma Black Belt

Certified MBB

PMP and CEM (Change Execution Management)

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