Project Manager Quality Assurance

JASON R. STOLL 386-***-****

**** ***** ***. *. abht37@r.postjobfree.com

Clearwater, FL 33760

SUMMARY

Results Oriented Operations Expert with 10+ years experience in Project

Management, Business Planning, Quality, and Lean Sigma for both

manufacturing and business processes. Achieved $2.4M in financial impact

to date through various improvement efforts. Style reflects integrity,

adaptability, and a willingness to work hard.

CERTIFICATIONS

Six Sigma Black Belt, Six Sigma Management Institute (Dr. Mikel Harry),

2007

Lean Sigma, University of Tennessee, 2004

Six Sigma Black Belt, Air Academy Associates, 2001

PROFESSIONAL EXPERIENCE

BRAINSTORM WEEKLY LLC, Tampa, FL

2008 - Present

Specializing in training & education for startups and entrepreneurs.

Making Entrepreneurship Easy

www.BrainstormWeekly.com

Project Director (and Managing Member of LLC)

Actively involved in all aspects of creating & running a startup company,

including creation of the business model, strategic planning, sales &

marketing processes, business development, and operations. Primary roles

include strategic & operational planning, project management, and financial

analysis. Major projects we are currently working on:

> Entrepreneur Cafe: CoCreativ (www.CoCreativ.com) is a hybrid of a

Starbucks/Panera caf with coworking and meeting spaces for early-

stage entrepreneurs. Looking to launch in 2011 in Tampa.

> Web Application: Designing a Business Plan Web Application to help

early-stage entrepreneurs develop their ideas into profitable &

sustainable business models, then translate them into investor-ready

business plans. Working prototype expected in Q3-Q4 2010.

> Junior Achievement: Client engagement with Junior Achievement of West

Central Florida to develop a self-sustaining revenue stream for their

JA Biztown program. Program expected to launch in 2011.

TECH DATA CORPORATION, Clearwater, FL

2006 - 2008

$20 Billion, Fortune 107 broadline distributor of IT products.

Lean Sigma Manager

Hired as Change Agent to implement Lean Sigma methodologies throughout the

company. Role was a combination of Black Belt, trainer, project manager,

and internal consultant. Involved in business process improvement

activities across corporate headquarters and six US logistics centers

(~2,500 persons in US). Focus was on business/transactional processes in

Logistics, Sales, Marketing, Finance, and IT. Interacted extensively with

management and executives, as well as individual contributors.

> Hands-on Trainer: Created and delivered tailored Lean Sigma training

programs for both corporate and logistics centers (~700 trained),

including creation of a Lean simulation training game for logistics.

> Improved ergonomics: Facilitated a Kaizen Blitz to improve logistics

pack station layout without capital improvements. Revised layout led

to better ergonomics, and improved flow of operator movement across

process steps.

> Reduced Missed Sales Opportunities: Created dedicated team to set up

new vendor items in enterprise systems. Improved cycle time from 50%

to 95%+ of new items set up within 24 hours of initial request,

improving customer/vendor experience and reducing potential missed

sales opportunities.

Jason R. Stoll

Page 2

> Improved Working Capital by $2M: Facilitated payment terms initiative

to negotiate Net 60 terms with existing vendors resulted in a $2M

improvement in working capital. Lessons learned from initial

approach led to integrated negotiation strategy during quarterly

business review with top 50 vendors, with potential to generate an

additional $50M-$100M in working capital.

> Reduced Manual Review Time: Increased Hazmat regulations and a 100%

review process forced a Regulatory Compliance associate to spend ~50%

of time reviewing new items for Hazmat materials. By systematically

identifying product families that could contain Hazmat materials and

creating an IT macro to automate the review process, manual review

time by Compliance was reduced 90%+.

IDEAL DIVISION, TOMKINS AFTERMARKET MFG. GROUP, St. Augustine, FL 1996 -

2006

$100 Million, TS-16949 & ISO-14001 certified manufacturer of worm-drive

hose clamps.

Roles Summary - Focus of roles in Quality and Lean Sigma were primarily on

manufacturing operations, supplier quality, and customer issues ranging

from aftermarket (Home Depot) to OEMs (Caterpillar, Cummins, GM, John

Deere, etc.), but also interacted regularly with Engineering, Tooling,

Customer Service, Shipping/Receiving, Finance, and Sales.

Lean Project Engineer, 2003 - 2006

Promoted to role requiring coordination of all Lean and Six Sigma

initiatives in St. Augustine facility. Created and administered training

programs for Lean, 5S, OEE, and Value Stream Mapping. Maintained

involvement in Quality related to supplier development.

> Increased Productivity by 75%: Facilitated Kaizen Blitz to improve

the productivity of a seasonal assembly cell. Improved layout

required one less worker while boosting output, increasing

productivity by 75%.

> $170,000 Cost Avoidance: Facilitated a week-long TPM Kaizen Blitz in

screw manufacturing cell. By adding a scale to increase uptime,

achieved $170,000 in estimated cost avoidance by reducing overtime.

> Reduced Changeover Time by 66%: Facilitated Kaizen Blitz implementing

SMED in Assembly. Reduced average changeover time from 33 minutes to

11 minutes.

> $42,000 Cost Savings: Led Six Sigma project to reduce premature

tooling failures and related labor and machine downtime. Reduced

failures by 61%. $42,000 annualized cost savings.

Quality Assurance Supervisor, 1998 - 2002

Promoted to supervising one Quality Technician and up to five inspectors.

Oversaw all inspections, audits, gauge calibrations, and rejects. Acted as

chairperson for Material Review Board (MRB). Initiated and led 8D problem-

solving teams related to various quality, supplier and customer issues.

Acted as primary contact for all quality-related customer and supplier

issues. Submitted PPAPs as required.

> Reduced Ship Errors by 75%: Facility consolidation led to doubling of

shipments and untrained shipping personnel in St. Augustine facility,

driving up shipping errors. Led Six Sigma project to determine root

causes. By creating detailed work instructions and instituting an

auditing procedure, reduced ship errors by 75% within six months, with

$13,000 in annual cost savings.

Quality Assurance Technician, 1996 - 1998

Created, revised, and maintained all Level 2, 3, and 4 QS9000 documents,

including SOPs and work instructions. Scheduled and performed QS9000

internal audits on business and manufacturing processes. Successfully

initiated and completed effort to put QS9000 documents online, reducing

potential document control issues as well as lots of excess administrative

work.

EDUCATION

MBA - University of Florida, Warrington College of Business, 2004

BS Physics - SUNY College at Fredonia, 1994

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