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Manager Quality Assurance

Chapel Hill, North Carolina, 27514, United States
May 31, 2010

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Richard J. Wilson


*** ************ *****, ****** ****, NC 27514

Proven ability to manage operations resources for highly technical service

and manufacturing environments

Excellent communicator between engineering, process end users, internal

management, and customer management

Expertise in systems development, troubleshooting, service center

management, and initiating strategic solutions

Solid accomplishments developing, training and managing teams in constantly

evolving workplaces

Experienced Quality Manager with MBA and BSEE


Small Business and Technology Development Center - connected with the

Keenan-Flagler Business School at UNC, the SBTDC helps North Carolina

companies grow and create jobs.

Business Counselor

March 2010 to Present

RTI International (Research Triangle Institute) - $650M non-profit company,

one of the world's leading research institutes, dedicated to improving

the human condition by turning knowledge into practice.

ITS Support Services Director

2007 to 2009

Service and Support of personal computers equipment for 4500 worldwide



. Managed 41 employees of the Information Technology Support Services

Division including Help Desk Support, Desk side Support, Desktop

Technology definition, and IT Asset Management.

. Decreased time to handle emergency tickets (user is down) by 33% with

no operational cost increase.

. Spearheaded hotelling for Help Desk personnel to save facility costs.

. Initiated extended Help Desk hours from 8 hrs/day to 16 hrs/day for

better global coverage utilizing staff on different continents.

. Established a Service Catalog using the ITIL framework as a first

step in ITIL implementation.


. Utilizing lean/six-sigma techniques, improved by 33% customer

satisfaction with the cyclical computer replenishment process;

computers replaced every three years.

. Achieved overall Customer Satisfaction top 2-box score of 88.5%.


. Efficiently diagnosed end user issues with their computer, their

applications, and their network connectivity.

. Implemented a dual source strategy for personal computers which

decreased costs over $350K per year; to date, no negative impact

realized on total cost of ownership.

. Added Chat (instant messaging) capability to the Help Desk to further

facilitate communications globally resulting in enhanced customer


Qualex Inc. - $1B wholly owned subsidiary of the Eastman Kodak Company

providing imaging services and on-site Service and Support in the USA

and Canada.

Technical Services Director

2003 to 2007

Corporate Quality Assurance Director in North Carolina

1999 to 2003

Eastern Region Quality Assurance Manager for Eastern half of the U.S.

1992 to 1999

Technical Services Manager

1988 to 1992

Senior Engineer, Quality Engineer

1976 to 1986


. Led the Technical Services effort with 3rd Level Technical Support

group/help desk (21 staff), Diagnostic Call Center (230 seats),

Technical Training (11), Knowledge Systems (3), and IT support (3).

. Provided service and support of imaging equipment in major retailers

including CVS, Rite Aid, Eckerds, Wal-Mart, Best Buy, and Target.

Total scope including independent retailers was 40,000 store fronts

. Managed the relationship with our outsourced (offshore) call center.

Held responsibility for technically training, supporting, and

upgrading their performance to meet our prior in-house experience.

. Directly managed interface with our retail customers - provided

metrics as required in SLA's, consulted on equipment upgrades and

needs, and held regular discussions on performance and opportunities.

. Initiated transition to new call center model for minilab systems in

the field to include a Field Technician triage model which improved

customer satisfaction and retailer up time, and saved $3.5M. (2007)

. Improved performance in the internal Diagnostic Center to budget by

8% year over year ($1.1M in 2004).

. Supported Field Service operations (520 Technicians) thru the

Diagnostic Center that receives the initial contact (BtoB) and

performs triage/dispatch. Achieved significant reduction in field

dispatch by resolving 53% of all inbound calls. Result was $2M

savings in field technician labor in 2004.

. Directed the Technical Training and Knowledge System support for the

Diagnostic Center staff and Field Technicians on new/existing


. Directly managed 14 professionals driving quality improvement

efforts; provided on-site assistance/training/troubleshooting to

minimize waste, assure product integrity, and minimize costs.

. Planned, allocated and managed annual budget for maintenance,

production support and capital projects.

. Directly managed 5 engineers supervising East Region plants in

process improvement, equipment installations, technical training, and

new equipment development. (1992 - 1999)


. Directed Process Improvement Managers at 45 manufacturing sites.

Provided training, coaching, and job content/structure to ensure

consistent support to local management.

. Improved company performance on customer complaints by 15% each year.

Quality Costs associated with this improvement totaled over $20M


. Conducted plant audits using ISO 9000 type criteria. Significantly

contributed to set of "Best Practices" specific to the business. The

annual audit was 20% of each manager's incentive.

. Developed and implemented consumer surveys to increase feedback from

key channel partners and end consumers to drive loyalty improvement.

Turned company's focus from customer returns to Customer Satisfaction

resulting in consumer loyalty and retention.

. Consistently improved customer Quality rates. Total Complaints

improved 15% and 19% during 2001- 02.

. Led a Black Belt quality/process improvement project saving $1.4M in


. Collaborated to implement lean manufacturing principles in all sites.

Demand-pull system for major raw materials saved over $5M (NPV) on

inventory reductions and delivery efficiencies.

. Developed reporting systems utilizing a new IT approach to portray

quality metrics quickly to drive change in operations. Enhanced data

access enabled plants to drive defects down at double-digit rate.

. Conducted an internal Malcolm Baldrige assessment of region, scored

by Baldrige certified judges, to establish a baseline for measuring

the quality performance of the company.


. Directed and coached in-house 3rd level technical support

organization providing complex technical help to Field Technicians

on-site in customer retail stores nationwide.

. Commercialized new products, 7 in 2006, from a Service and Support

perspective including help desk, on-site, and 3rd level support.

Directed design input, beta testing in customer sites and product

launch to successfully bring new technology from a variety of

suppliers to market.

. Collaborated on equipment/system design with major customers to

assure robust product service and support in unique environments and

applications. Involved equipment manufacturer for product design


. Hired and trained technical workforce for 7x24 maintenance of

complex digital processing equipment.

. Responsible for follow up on all environmental impact activities for

multiple processing sites.

. Implemented Total Quality Management throughout organization.

Conducted seminars and facilitated meetings to introduce/practice a

TQM approach with management and hourly personnel. Taught team

problem solving techniques using Pareto analysis, sampling theory,

cause/effect analysis, and other TQM methodologies.

. Directly programmed production equipment for higher yield, faster

productivity, and better operator interface. Included assembly code

(80286 and DEC), PLC's, Visual Basic and FORTRAN.

. Developed and implemented preventative maintenance schedules

reducing equipment downtime by an average of 45% for facility with

24x7 operations.


Rochester Institute of Technology - MBA-Finance

Lehigh University - BSEE

ITIL Foundations V3 - 2009

Corporate Executive Board, IT Business Leadership Academy - Leading

Stakeholders Toward Business

Impact, Enhancing Business Decision Support, Communicating for Influence

- 2008 - 2009

Harvard Business School - Program on Negotiation - 2003

Eastman Kodak - Management Black Belt Training - 2002

Sloan School of Management - Managing Technical Professionals and

Organizations - 1999

American Society for Quality - Certified Quality Manager - 1997

Eastman Kodak - Quality Leadership Instructor - 1992

Expert knowledge of Microsoft Office Suite - Word, Excel, PowerPoint, Visio

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