Mark Jacobs

**** ****** *** *****, *********, KY 40515

859-***-****, abij2e@r.postjobfree.com

Objective

To attain a professional position in a manufacturing / technological

setting with a focus on long-term excellence and continuous improvement of

my employer and myself.

Education & Certifications

. M.S. Manufacturing Technology, 1993, Eastern Kentucky University.

GPA: 3.80/4.00.

. B.S. Industrial Technology, 1991, Morehead State University. GPA:

3.74/4.00.

. ASQ Certified Quality Engineer, 1996, Certificate #36124.

. ASQ Certified Six Sigma Black Belt, 2001, Certificate #2068.

. ASQ Certified Quality Manager, 2005, Certificate #9000.

Experience

Ingersoll Rand Climate Solutions (formerly known as Trane), Lexington, KY

Mar 2006 - Present

Corporate Quality Engineer / Black Belt

World leader in high volume air conditioning systems & refrigeration.

. Responsible for quality assurance & life-cycle management of all

electro-mechanical components across Trane, Thermo King & Hussmann's

twenty-three (23) plants across North America, Europe & Asia.

. Led multiple warranty improvement projects, saving in excess of $3.3M.

Key projects:

o Ultrasonically weld splice optimization: savings of $305,000.

o Actuator corrosion prevention: savings of $260,000.

o Transformer rust inhibition & "right sizing"; savings of

$198,000.

o High voltage starter reliability improvement; savings of

$158,000.

o Wire harness mistake proofs; savings of $162,000.

. Led 20+ new product introductions, amounting to $5.2M in direct cost

savings. Key projects:

o Contactor redesign to improve electrical performance: $750,000

in direct savings, plus $980,000 in warranty avoidance.

o Low voltage starter redesign; $260,000 in direct savings, plus

$400,000 in warranty avoidance.

o Wire harness redesign due to ribbon cable obsolesce; $137,000 in

direct savings.

o Manufacturing relocations to China: six (6) projects resulting

in $3.6M in direct savings.

o Manufacturing relocations to Mexico: two (2) projects resulting

in $65,000 in direct savings

. Team member on effort that developed scorecard metric to track

performance of key components & formed the basis of

corrective/preventive actions with manufacturing, design & supplier.

General Cable, Lawrenceburg, KY

Oct 2004 - Mar 2006

Quality Manager

Leader in the development, design, manufacture and distribution of wire and

cable products for the communications, energy, industrial and specialty

markets. Key customers: Panduit, Graybar, Qwest, Verizon.

. Manager of site quality department consisting of one QE, eight

Technicians & twenty-four Final Testers.

. Management Rep for ISO-9000 registration maintenance efforts. Led

internal & external audits, Quarterly Management Review. Passed all

external audits and streamlined internal audits with new auditing

checklist.

. Facilitator of site Lean Sigma Council, which led project selection,

project tracking, Green Belt & Black Belt mentoring, selection of new

training candidates, Kaizen events, etc.

. Led a Black Belt project that reduced measurement error of spectrum

analyzer/test set used for final test of high frequency network

cables. Improvements led to key product improvements and a reduction

in sampling rate, which saved +$70,000 in test scrap in the first

year.

. Designed and implemented an entirely new validation methodology for

new or revised products & processes. Methodology applies statistical

tools to assure adequate sample sizes & set-up repeatability.

Procedure was adopted by Corporate Quality as a best practice and

deployed across the company.

. Established statistical quality metrics reporting system and plant

balanced scorecard.

RR Donnelley, Danville, KY

Nov 2001 - Oct 2004

Six Sigma Black Belt

International leader in the magazine, book, telecom & forms printing

industry.

. Black Belt rep on a cross-functional team that integrated paper

supply base across multiple plants and business units. Efforts

included development of a comprehensive scorecard system, including

supplier's TQM metrics and continuous measurable improvement

scoring.

. Led business unit level project across six (6) plants to reduce

paper waste due to blanket washing, an on the fly process which

cleans undesirable dried ink residue on printing presses.

Technological & procedural breakthrough's reduced waste per wash

and extended time between washes, saving +$450,000 in waste

annually.

. Led Missing Page Black Belt project that developed a gauge to measure

vacuum at the "point of work" for optimized set-up of high-speed

magazine binding equipment. Efforts reduced misses by 34% and

solutions were transferred to other lines & plants.

. Successfully eliminated line stops due to caliper defects on

stitched magazines with improvements found in Delay Reduction Black

Belt Project. Improvements involved redesigning upstream gages to

prevent creation of defects and changes to line control logic.

Savings exceeded $80,000 per year.

. Led two (2) printing press web break reduction Black Belt projects.

Effort saved 400,000 pounds of paper ($320,000) annually by reducing

paper web breaks with optimized set-ups.

. Permanently assigned "mentor" to a printing press team & a bindery

team concerning statistical techniques, lean manufacturing, process

variability reduction, Kaizen, etc.

. Co-author of company-wide Six Sigma field guide, which includes

DMAIC methods, project selection, etc.

. Mentored twelve (12) Green Belt & three (3) Black Belt candidates

through certification.

CommScope, Inc., Statesville & Newton, NC

Jan 2000 - Oct 2001

Senior Quality Engineer

Leading domestic manufacturer of co-axial, network, cellular and fiber-

optic cables for telecommunications applications.

. Leader of Statistical Techniques team for Motorola supplier

certification effort. Certified in January 2001.

. Developed FMEA's, SPC systems & Control Plans for four (4) new product

launches.

. Led Black Belt project that improved capability of extruded cable

diameter. Team efforts reduced process variability by a factor of

four & scrap by a factor of three. Savings exceeded $175,000 per

year.

. Led Black Belt project to reduce cable insulation rupture failures due

to flexing / bending during installation. Project isolated &

corrected testing flaw and improved adhesive quality, saving +$48,000.

. Company rep on a co-development project that designed an in-process,

non-destructive eccentricity gage. Gage was eventually patented and

used for automated process control in the cable extrusion process.

. Completed Breakthrough Management Group's Six Sigma Black Belt

Training.

SAFT America, Inc., Valdese, NC

July 1998 - Nov 1999

R&D Quality Engineer

Research & Development project of Lithium Polymer batteries for cellular

phones and other applications. Primary customers: Alcatel, Motorola,

Siemens, Erickson, Mitsubishi, etc.

. Led design effort of laser measurement system for real-time control of

polymer coating thickness. System deployed ahead of schedule & under

budget; destructive testing for thickness was completely eliminated.

. Extensive application of Taguchi & fractional factorial DOE's as

process improvement tools. Key accomplishments included: Mechanical

bonding of electrodes - found optimum settings for "best case" yield;

Reduction of thermal effects in heat sealing process - found optimum

settings to minimize waste; Elimination of moisture uptake in

hydroscopic electrode mix - reduced moisture to acceptable levels.

. Developed and maintained QS-9000 quality planning tools, such as

Control Plans, FMEA's, MSA's, etc.

. Developed and successfully implemented breakthrough improvements to

nuclear transmission gauge used to control electrode-coating weight.

Efforts improved device Gage R& and accuracy, permitting adoption of

real-time process control. Cp was then improved to better than 3.0

with operator led process controls.

The Campbell Group, Leitchfield, KY

July 1996 - July 1998

Senior Quality Engineer/Supervisor

Manufacturer of Campbell Hausfeld, Speedaire & Powerex air compressors and

air tools. Primary customers: Grainger, Wal-Mart, Home Depot, Tractor

Supply, Home Quarters, etc.

. Supervisor of facility Quality Department consisting of +30 personnel

(engineers, technicians & auditors).

. Led "8-D" team that eliminated the root cause of air leaks on pressure

vessel welded fittings. Effort reduced overall component cost and

eliminated field returns, saving more than $150,000 per year.

. Led continuous improvement effort in a submerged-arc welding process,

which procured and implemented an automated welding flux recovery

system. Effort met all process quality, safety and throughput goals,

saving more than $90,000 per year.

. Developed FMEA training program & facilitated FMEA efforts at multiple

sites.

. Leader of site Quality Steering Team; maintained ISO 9001 Registration

and ASME Welding Certification, successfully passing all audits.

. Received formal training in Taguchi Problem Solving Methods, 7 Habits

of Highly Effective People and Microsoft Access Programming.

Amp ICS (now known as Tyco Electronics), Georgetown, KY

May 1991 - July 1996

QA Manager

Promoted from Sr. Quality Engineer & Mfg. Engineer: Manufacturer of cable

harnesses and assemblies for computer, telecom & automotive applications.

Customers: IBM, Lexmark, NorTel, Gilbarco.

. Leading role in facility's ISO9002 Registration process. Achieved

registration in May 1995.

. Promoted from Senior Quality Engineer to Quality Assurance Manager,

January 1995.

. Designed and implemented Root Cause/Corrective Action system.

Achieved a 50% decrease in customer returns & complaints within one

year.

. Promoted from Manufacturing Engineer to Senior Quality Engineer,

December 1993.

. Developed process flows, takt times, capacity models & tooling for

multiple launches of connector/cable subassemblies.

. Project Leader of an improvement effort using an automated soldering

technique on very close geometric tolerances. Extensive use of

mistake proofing, DOE and FMEA as improvement tools. Team efforts

reduced defects in excess of 40%, resulting in $180,000 per year in

cost savings.

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