Quality Control

Jeffrey J. Oelke

Indianapolis, IN ? *******@*******.*** ? 612-***-****

SENIOR QUALITY MANAGER/DIRECTOR

LEAN ? SIX SIGMA ? Manufacturing

Influential business leader, working comfortably with all levels of

management to shape the firm's strategic direction & long-term vision.

Recognized expertise in Business Strategy Development and Deployment.

Comprehensive

experience includes the development and implementation of APQP and Six

Sigma based Manufacturing and Supplier Quality Systems. Outstanding

leadership and employee development.

New Product Development & Launch Supplier Audit &

Compliance

Quality Control Assurance Technical & Business

Process Improvement Project Management & Program Management

Turn-around/Reengineering

Business Analysis & Strategic Planning Staff

Management/ Team Leadership

Six Sigma Manufacturing Start-Up and Consulting

PROFESSIONAL EXPERIENCE

AutoCar, LLC, a division of GVW group, Hagerstown, IN

2008 to Present

Manufacturer of innovative class 8 LCF trucks.

CONSULTANT, Strategy development and quality assurance

Senior Executive with full responsibility developing total quality plans,

business strategies, implementation of action plans, assisting strategic

decisions, capital formation, transactional support and operational

excellence achievement.

Continuously improving processes. Performance and productivity:

Personally led strategic planning and business development activities

incorporating cross-functional teams from all departments.

. Results: Produced 5 year business plan.

Designed and implemented multiple total quality initiatives, benchmarking

best practices and restructuring plans and organization structure.

. Results: Identified $463,793 in annual cost saving against HPV in the

first quarter.

Led 11 departments in achieving operational excellence, product longevity,

and technology access.

. Results: All strategic plans have achieved strategic and financial

objectives through first few months of implementation in line with

action plans.

Developed Total Quality strategy with detailed actions plans in

Manufacturing Quality, Commodity Team program Management (Supplier

Quality), Customer Quality program management (Mean time to failure

analysis, Warranty analysis, and customer feedback).

. Results: Recovered $207K in new Vendor recovery process.

. Results: Implemented a Material Review Board capturing approximately

$275K in nonconforming material.

Developed implemented the Strategic Sourcing Program: (Including Supplier

Quality & TS16949) Pioneering initiative includes: Commodity Sourcing

Strategy Meetings, Technical Reviews, APQP Assessment & Sourcing, Supplier

Gate Reviews, Timing Charts/Open Issues, Feasibility & Manufacturing

Assessment Letters, Flow Charting, DFMEA, Design Reviews, Gage, Tool &

Equipment Reviews, Pre-prototype & Prototype Material, PFMEA, Control Plan,

Early Production Containment, PPAP, Run @ Rate, Just in Time manufacturing,

Dock to Stock, Plant Launch program and Lessons Learned.

Oshkosh Corporation, Oshkosh, WI

1999 to 2008

Leading manufacturer and marketer of specialty vehicles and bodies in four

primary business groups: Access Equipment, Defense, Fire & Emergency and

Commercial. The Company's major brands - Oshkosh, Pierce, JLG, McNeilus,

Medtec, Geesink, Norba, Jerr-Dan, CON-E-CO, London, IMT

and Frontline.

Corporate Sr. Principal Engineer, Total Quality (2008)

Recruited by Corporate from McNeilus division to gain bench strength for

the Corporate Quality team. $1.4M budget.

Continuously improving processes. Performance and productivity:

Developed Corporate Quality's first 3 year strategic plan set new Corporate

Quality Vision, assisting in recruiting efforts to build the team.

Led project for a global supplier quality program for Oshkosh Corporation

including 14 companies globally and over $3B in overall spend.

Benchmarked world-class businesses including Caterpillar, Cummins, Harley

Davidson, Hino Industries (Division of Toyota which implemented TPS) and

Nissan.

Implemented QIRP (Quality Improvement Resolution Process) a data-driven

process approach to drive cross-functionality to communicate Quality

issues. This process also encompasses a simple, structured, root-cause

analysis process driven by operations with QA support. Processes included

DPU (Defects Per Unit), FPY or FTQ (First Pass Yield), FPQA (Finished

Product Quality Audit), TGW (Things Gone Wrong) reporting of field issues,

and utilized Six Sigma methodology and lean manufacturing tools. Introduced

APQP and PPAP processes and compiled training material conducting training

sessions on quality control/assurance activities.

. Results: Saved $3.2M across the Corporation.

. Results: Reduced DPU, reduced FPQA scores, and improved the average C-

Sat score over a 12

month rolling average. Reduced overall PPM by 18% for Oshkosh

Corporation with new SQA program.

. Results: Reduced overall warranty exposure by $6.4M throughout

Corporation.

Manager, Quality Assurance- McNeilus Division (2006 to 2008)

Promoted to Senior Manager responsible for total quality of incoming

products and outgoing products. (Manufacturing Quality, Supplier, Customer

Quality, ISO Management Rep and NPI Quality) Collaborated with Purchasing

and Internal Operations for 6 plants, in 4 states, with 5 product lines.

$2.5M budget.

Continuously improving processes. Performance and productivity:

Developed the first 3 year quality strategic plan, set new Quality Vision

including recruitment of 7 Quality Engineers.

Managed ISO certification continuation. Coordinated inspection, from in-

process through final inspection assuring quality objectives were met and

exceeded..

Implemented QIRP (Quality Improvement Resolution Process) a data-driven

process approach to drive cross-functionality to communicate Quality

issues. This process also encompasses a simple, structured, root-cause

analysis process driven by operations with QA support. Processes included

DPU (Defects Per Unit), FPY (First Pass Yield), FPQA (Finished Product

Quality Audit), TGW (Things Gone Wrong) reporting of field issues, and

utilized Six Sigma methodology and lean manufacturing tools. Introduced

APQP and PPAP processes, built a company wide Change Management System, and

compiled training material conducting training sessions on quality

control/assurance activities.

. Results: Reduced DPU from 11.3 to 8.7, reduced FPQA scores from 75

to 32, and raised the average

C-Sat score from 3.73 to 4.2 over a 12 month rolling average.

. Results: Reduced overall warranty exposure and recovery from suppliers

by $2.4M and $1.5M of overall process improvements.

. Results: Material Review Board captured and recovered $1.5M which led

towards process improvements. of $750k

. Results: Increased OTD from 83% to 92% (Combined Commodities)

. Results: Reduced PPM from 3820 to 3315 (Combined Commodities)

. Results: Increased Mean Time to Failure on all products by 15%

(Combined average)

Quality Engineer (2004 to 2006)

Created quality control systems for raw materials, work in-process and

finished goods.

Assisted in the development and maintenance of ISO standards.

Led in the development of processes and procedures to ensure safety,

quality, and productivity standards.

Performed investigations of quality problems and recommended corrective

actions initiating corrective action requests and tracking through

completion.

Led team member training, Increasing and compiling training material

conducting quality control training sessions.

Developed forms and instructions for recording, measuring and testing

products. Provided technical support continually reviewing processes for

equipment and operations. Collaborated with design staff concerning

product design and tooling promoting and utilizing Six Sigma and Lean

manufacturing tools

Quality Technician (2002 to 2004)

Provided resolutions to quality issues. Interpreted prints/drawings.

Developed disposition reports for warranty claims.

Verified compliance of machined parts, welds, and welded assemblies

recognizing material and welding defects.

Senior Welder (2001 to 2002)

Welder (1999 to 2001)

EDUCATION AND PROFESSIONAL DEVELOPMENT

Bachelor of Science, Manufacturing & Quality Management

University of Minnesota-Crookston, in progress

Finance for the Non-Financial Manager

Mergers and Acquisitions

Hoshin Kanri Strategy Deployment

Oshkosh Leadership Development training

ISO Internal Audit Training (2 sessions)

CERTIFICATIONS

Six Sigma Green Belt Certified

Lean Manufacturing Certified

Quality and Continuous Improvement Certified

Human Resources Certified

Managerial Leadership Certified

Certified Welding Inspector (CWI) trained, through American Welding Society

professional affiliations

Member of the American Welding Society (AWS)

Senior Member of American Society for Quality (ASQ)

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