Quality Manager

H. Clinton Belinsky

*** **** **** ***** ********, MO 63005

636-***-**** (C) . *********@*****.***

Senior Operations Executive

Quality, Manufacturing, Engineering

Results oriented senior executive with strong leadership and technical

skills. Experienced in the areas of Operations Management, Quality,

Engineering, 6 Sigma and Lean Manufacturing. Proven ability to

significantly improve customer satisfaction, product capability, cycle time

reduction and margin improvement through the implementation of progressive

manufacturing methods. Successful track record applying Lean Six Sigma

skills towards the development of business processes. Led three successful

business quality recoveries. Drove double digit customer quality

improvement year over year. Restructured product service with dramatic

response time improvement for half the cost. Led 4 successful

manufacturing startups in Asia. Dynamic and high energy leader with a

reputation for consistently achieving stretch goals. Outstanding customer

interfacing skills with demonstrated success towards building share.

Quality Engineering . Business Process Development . Lean . 6

Sigma . Total Quality Management Product Engineering . Manufacturing

Engineering . Product Service . Plant Start Ups . Metrics

Customer Centric . Team Building . Focus Selling . Quality and EHS

Regulatory Compliance TS / ISO / GMP

PROFESSIONAL EXPERIENCE

MEMC Electronic Materials St. Louis, MO 2003 - Present

$1.5B International Semiconductor and Solar materials business

Vice President, Quality and Lean 6 Sigma (Operations Excellence)

Built and led the Global Quality, Lean, Product Engineering, Customer

Support and EHS organization, including a 50 member team in St. Louis and

300 globally. Led Product Engineering and implemented programs to improve

product capability to meet customer requirements. Led Customer Quality

Support to proactively assess customer needs and ensure they are met in

manufacturing. Provided leadership, capital planning and new metrology

development for all company labs. Led global environmental, health and

safety initiatives. Installed customer focused TS16949 certified quality

systems. Reporting to CEO.

. Leading new Lean Initiative throughout the business to improve product

velocity, customer on time delivery, increase margins and reduce cost.

Solar inventory turns improving by a factor of 10.

. Successfully ramped solar business revenue from $0 to over $500M with

outstanding customer quality performance. Qualified new solar product

line and 5 Asian subcontractors with Suntech, Gintech, Conergy and Q-

Cells.

. Established Quality as a MEMC competitive advantage; enabling increased

share of 20% on critical accounts. Installed strong process control,

quality management and cross site corrective action systems.

. Reduced product returns 55% by installing prevention based systems and

improving product capability.

. Implemented 6 Sigma program to drive cost reduction, quality and

throughput improvements. Over $38M in project savings were realized on

first wave.

. Customer advisories reduced by 88% through mistake proofing and

capability improvement. Collaborated with site leadership to identify

opportunities and team based projects. Product yields improved 32%.

. Decreased EHS serious incident rate by 75% by installing new safety

requirements, audits and loss prevention systems.

. Led successful product and new site qualifications, enabling

certification and production ramp at Intel, ST and TSMC. Ensured

successful customer audits by TI, Intel, TSMC and ST.

. Implemented and maintained ISO and TS quality system regulatory

requirements with no major findings.

Emerson Electric St. Louis, MO 1997 - 2003

$23B commercial and industrial products company

Director of Quality and Product Service

Emerson Commercial and Industrial Motors

Led quality, product service and business improvement initiatives for the

$600M family of global Emerson divisions producing fractional and integral

motors in the US, China and Korea. Led focused customer program and key

growth projects at strategic customer accounts. Coordinated Advanced

Quality Planning for plant rationalization and outsourcing activity.

. Created and deployed quality strategy by meeting with customers, uniquely

identifying how Emerson could add value and targeting specific projects

in each operation. Modified quality systems through collaboration with

site leadership to decrease customer advisories by 53% and the Cost of

Quality by .2% to sales.

. Restructured product service and support to drive warranty reduction and

revenue generation. Customer response time decreased 38% and costs were

reduced over 50% by establishing Philippines call center.

Director of Asia Manufacturing

Emerson Commercial and Industrial Motors

Led business development initiatives in China for the $600M family of

global Emerson divisions producing fractional and integral motors.

Performed financial analysis and wrote business case for China plant

implementation. Coordinated plant startup. Led cross functional team of

engineering, manufacturing, HR, finance, logistics, and purchasing to set

up China operation.

. Led implementation of first air moving motor operation in China by

working with our primary customer, Haier, to establish sales plan and

product manufacturing ramp. Achieved target Sales: $26M / year.

. Coordinated transfer of product lines from Mexico to China. Qualified

over 20 local Chinese suppliers.

. Worked with Chinese OEMs on Long Term sales agreements, pricing

negotiation and new China product platform development.

. Coordinated engineering development and qualification of four China motor

models.

Director of Process Development, Emerson Motor Co

Championed and implemented the Six Sigma initiative in the $2 billion

Emerson motor business.

. Facilitated wave one deployment and generated $2.4M of annualized savings

by collaborating with leadership in each operation, identifying specific

operational gaps, training key personnel and executing projects to close

the gaps.

. Completed 6 Sigma Black Belt certification while coordinating the overall

program. Ensured cost reduction, cycle time and productivity goals were

met by aligning business objectives to 6 Sigma projects.

Director of Quality, Emerson Hermetic Motor Division

Implemented quality and process improvement initiatives in Hermetic Motor

Division. Started the Performance Excellence initiative comprised of

results oriented implementation of 6 Sigma, Lean, 5S, project management

and advanced quality planning.

. Reduced customer PPM by 88% in global operations environment ( US,

Mexico, Thailand, China) by implementing process control systems, team

based root cause analysis and corrective action.

. Registered the division and its 5 manufacturing locations to the ISO 9001

standard.

. Provided leadership to start up new manufacturing operations in Thailand

and Mexico with Quality levels below 50 PPM and On-time delivery over

99%.

Yokogawa Electric Newnan, GA 1995 - 1997

Director, Operations Excellence

Led manufacturing productivity and product quality through the application

of New Production System ( Toyota Production System) methods within the

instrumentation, medical and controls business.

. Implemented and maintained quality system standards, ISO 9001 and 13485

compliant. No major findings.

. Implemented synchronous manufacturing systems using Japanese one by one

production and JIT (Lean) methods in efforts to eliminate past due orders

in a climate of 20% revenue growth. Delivery performance improved by

300%. Results enabled a 99% customer survey performance satisfaction

rating.

. Led team to develop new production control system. Operating costs

reduced by 250K/year.

General Signal, O-Z/Gedney Farmington, CT

1993 - 1995

Director of Total Quality

Directed all product and process quality initiatives. Led 23 technical

professionals in the division.

. External defects lowered by 85%. Registered 6 facilities to the ISO 9000

standard in one year.

. Utilized process control techniques to drive $260K/yr in savings.

Foundry scrap reduced from 18% to 3%.

. Championed Kaizen and continuous flow manufacturing cell technology.

Customer fill rates increased to 90%. Averaged $50K in labor

productivity / project.

. Designed new warehouse inventory and logistics system, developed on a PC

based LAN using C, Access and an AS400 interface to a company wide

network.

General Electric, ED&C Division Plainville, CT 1986

- 1993

Product Engineering Manager

Led the product development of electromechanical components within circuit

breaker product line.

. Drove engineering cost reduction and sustaining product enhancements for

all electrical

circuitry related to circuit breaker line of products.

Process Improvement Manager

Identified and implemented productivity and product quality projects

utilizing progressive techniques : Kaizen, Lean, Poka-Yoke, SPC, DOE, FMEA,

QFD. Managed projects to reduce scrap, rework and inventory.

. Implemented team based, results oriented, training programs in Lean and

Total Quality techniques. Realized $300K / year scrap savings and rework

reduction in plastic and sheet metal fabrication.

. Designed and implemented a real time data collection and quality analysis

system reducing electronic assembly errors on electrical distribution

equipment by 40%.

. Shared lead responsibility for designing and implementing New Product

Development process to build speed and quality into product design.

Product lead times reduced over 25%.

. Managed programs to improve customer satisfaction, requests met and

product margin. Product returns reduced by $175K / year.

Manufacturing Manager

Implemented multi-million dollar manufacturing projects for the automatic

fabrication of products in a make to order environment.

. Coordinated staffing, budgeting, scheduling, and implementation of

automated manufacturing lines. Reduced scrap by $280K / year and

generated $200K / year direct labor savings on switchboard and panel

board production lines. Part processing time decreased by 80%!

. Production line manager for steel fabrication and bus bar production.

Direct reports included 3 supervisors and 42 hourly associates.

EDUCATION

Rensselaer Polytechnic Institute

M.S. in Computer Science / Engineering, Adjunct Professor

University of Connecticut

B.S. in Computer Engineering

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