Quality Manager

LEADERSHIP SUMMARY

Senior Operations Leader with extensive background in Operations and

expertise in Lean Manufacturing and Quality. Demonstrated plant turnaround

experience with significant EBIT improvement. Experience in managing a

business through economic downturn and retaining quality of earnings. Hands-

on kaizen training with the Shingijutsu group in Japan.

One-piece flow TPS Visual Factory

Value Stream Mapping Kaizen Root Cause Analysis

Talent Management Lean Enterprise International Breadth

Strategy Deployment Six-Sigma Change Management

PROFESSIONAL EXPERIENCE

PRECISION CASTPARTS CORP. (PCP)

A $7B worldwide manufacturer of complex metal components and products,

serves a variety of Industrial and Aerospace Applications (December 2008 -

Present)

Business Unit Director (Cherry Aerospace, Santa Ana, CA)

December 2008 - Present

. P&L responsibility for Cherry's Blind Bolts business (annual sales

revenue $40M)

. Responsible for Lean transformation of entire business ($160M FY09

revenue)

. Lead a team of 80 employees including direct supervision of Operations

Managers, Manufacturing Engineers, Materials Manager and

Facility/Maintenance Manager

. Responsible for meeting quarterly shipments and achieving fixed and

variable cost targets

Major Accomplishments (Cherry Aerospace - Precision Castparts Corporation)

Demonstrated 30% productivity improvement in Blind Bolts during Q4-FY09

(January to March 2009)

Reduced delinquent orders from $3M to $400K by the end of Q4 and $90K by

end of Q1-FY10

Rationalized blind bolts focus factory by product families and set-up four

manufacturing cells through a series of kaizen events

Conducted a kaizen event for MBC focus factory ($10M annual revenue), which

resulted in productivity improvement of 35%

Set-up a standard material delivery route through factories, surface

processing and shipping areas using one water spider per shift (vs. 4 on

each shift)

Reduced WIP inventory for Blind Bolts by 25% during Q4

Reduced variable cost for Cherry Aerospace by 7% (Q4 to Q1) after volume

adjustment (decline of 55%) - key focus areas included labor, utilities,

tooling and supplies

Led several fixed cost reduction initiatives to maintain EBIT percentage

with a 55% decline in sales revenue (Q1 vs. Q4)

PENTAIR, INC. (PNR)

A $3.4B diversified manufacturing company comprised of: Water ($2.3B) and

Technical Products ($1.1B) (November 2006 - December 2008)

Director of Operations/Site Leader (SHURflo, Cypress, CA)

November 2006 - December 2008

. Operations responsibility for SHURflo business (annual sales revenue

$100M)

. Lead a team of 375 employees including direct supervision of Production,

Manufacturing/Lean Engineering, Quality, Sustaining Engineering, Safety,

Sales Order Entry, Customer Service and Distribution functions.

. Responsible for meeting all Safety, Quality, Delivery and Productivity

targets utilizing an aggressive Strategy Deployment approach.

. Responsible for the Cypress site and coordination of activities with

Sales/Marketing and New Product teams.

. Conduct monthly bowling chart reviews with NPD, Sales and Marketing

teams.

. Responsible of developing and implementing the kaizen transformation plan

for the SHURflo business including manufacturing and business process

kaizen events.

Major Accomplishments (SHURflo LLC - Pentair Corporation)

2007 results for SHURflo operations:

9. On time delivery to customer promise date improved from 65% to 90%

10. The labor productivity for the year amounted to $1.4M (14.3% of spend)

11. Quality as measured in internal PPM improved 60%

12. Labor Productivity and spending controls improved ROS (Return on

Sales) from 4.6% in 2006 to 10.3% in 2007

Worked on reducing customer lead times by 50% during 2007 - the new lead

times went into effect in January 2008.

Implemented visual material flow with kanban supermarkets and standard

water spider routes. Reduced from 17 down to 3 water spiders.

Recognized by the CEO at the annual global leadership meeting and selected

to present the SHURflo lean story.

Conducted business process kaizen events including warranty administration

and customer credit evaluation process.

Implemented several measures such as PFMEAs and process/standard work

audits to convert from a reactive to a proactive quality culture.

Implemented standard work for the buying/planning team to enable them to

meet delivery and inventory targets.

Inventory Turns improved from 6.0 to 11.7 in 18 months.

Changed the annual profit sharing plan to an incentive system with

quarterly pay outs on Safety, Quality, Delivery and Productivity.

The lean events conducted in 2007 created 20% available floor space.

INGERSOLL RAND CORP. (IR)

A $17B global diversified manufacturing company comprised of: Climate

Control Technologies, Industrial Technologies and Security Technologies

(January 2004 - December 2006)

Focus Factory Manager (Hussmann Corporation, Suwanee, GA)

September 2005 - November 2006

. Operations responsibility for Systems Focus Factory including 3 product

lines and 3 feeder departments (annual sales revenue $60M)

. Lead a team of 115 employees including direct supervision of Production

Supervisors, Process Improvement Engineers and Master Schedulers.

. Responsible for identifying Lean opportunities within the focus factory

and setting aggressive implementation targets for the team.

. Coordination with design engineering, applications engineering and sales

on customer orders and shipments.

. Responsible for mentoring green belts at the plant.

Operational Excellence Manager (Thermoking Corporation, Louisville, GA)

January 2004 - August 2005

. Responsible for the Lean Manufacturing, Six-Sigma, Quality and 3

Production departments and supervise a team of 70 employees, including

direct supervision of Manufacturing Engineers, Quality/Lean engineers,

Buyer/Planners and Production Supervisors.

. Responsible for all Lean activities including conducting Kaizen events,

generating and maintaining OPEX (Operational Excellence) implementation

plan, conducting periodic maturity assessments, visual factory

management, management of LDMS (Lean Daily Management System),

facilitation of PST (Plant Steering Team) and tracking OPEX cost savings.

. Responsible for all Six-Sigma activities including project selection,

report-outs and mentoring green belts at various plants

. Responsible for all Quality activities including inspection, calibration,

testing, quality cost tracking, root cause analysis, reporting quality

metrics, corrective/preventive action, supplier quality and monitoring

compliance to ISO 9001: 2000.

. Responsible for Sheet Metal fabrication, Coil assembly and Tubing

fabrication activities including buying, planning, scheduling and other

production related activities.

Major Accomplishments (Climate Control Technologies - Ingersoll Rand)

Converted two product lines (manufacturing custom engineered units) from

"Batch" to "One-piece flow" at the Hussmann plant, which resulted in an

annual labor productivity of $300,000. The manufacturing lead time reduced

by 50%.

Reduced waste on a custom manufacturing process utilizing lean techniques

at the Hussmann plant, which resulted in an annual labor productivity of

$400,000. The manufacturing lead time reduced by 22%.

Implemented electronic takt-time displays for 3 product lines at Hussmann

and one at the Thermoking plant.

The cost savings through the OPEX implementation process amounted to

$1,160,000 during 2004 for the Thermoking plant.

Mentored three six-sigma projects during 2004, which amounted to an

annualized savings of over $100,000

Facilitated several kaizen events at Thermoking including batch to one-

piece flow conversion for Three-way valve and Compressor Kit assembly

areas. The first pass yield for Three-way valve improved from 68% to 99%

and productivity gains were $121,000 per year. Productivity gains from

Compressor Kit kaizen were $70,000 per year.

Implemented "Rapid Response Teams" at Hussmann and Thermoking plants to

resolve any issues preventing assembly line stations to operate within takt

time.

Trained supervisors, leads and engineers in several areas including Flow

implementation, waste identification and elimination, 5-S, change

management, conflict resolution and corrective action process.

Implemented process audits to ensure adherence to Standard Work for

critical assembly processes at Thermoking.

Implemented a Quality database to capture all quality issues and generate

Pareto charts to drive corrective action. Conducted training for all plant

employees regarding response to quality issues and trained the supervisors,

leads and engineers in the use of Quality database.

Revised and consolidated several procedures by implementing process flow

charts.

Implemented a Flow process in Coil Production at the Thermoking plant,

which resulted in increased throughput and reduced man-hours per unit

amounting to an annual labor productivity of $292,000.

Implemented improved plant layout for Coils production and Tubing

production areas to enhance safety and reduce waste.

Facilitated a material flow project for the Thermoking plant, which

involved identifying Kanban candidates, setting up and implementing

electronic Kanban, establishing 'Commodity Markets' for slow moving

material and material presentation to achieve point of use material

delivery.

WELLSTREAM INTERNATIONAL LIMITED (previously a division of HALLIBURTON)

Manufactures unbonded flexible pipes primarily for oil and gas industry,

Panama City, FL 32401 (October 1997 - January 2004)

Quality & Project Execution Manager

July 2003 - January 2004

. Responsible for the Quality Assurance, Quality Control, Project Execution

and Plant Administration functions and supervise a team of 8, including

engineers, quality control technicians and Plant Administrators.

. Responsible for all Quality functions including inspection, calibration,

testing, quality cost tracking, root cause analysis, reporting quality

metrics, corrective/preventive action, supplier quality and monitoring

compliance to ISO 9001 guidelines.

. Responsible for all Project Execution activities in the Panama City plant

including inventory control, project coordination and customer interface.

. Responsible for all Plant Administration activities including

productivity/efficiency reporting, manpower tracking, budget tracking,

maintaining standard run rates and compiling documentation for customers.

. Responsible for the Continuous Improvement and Business Process

Improvement initiatives throughout the company.

Career progression at Wellstream International Limited

October 1997 - July 2003

Production Engineering & Quality Group Lead

September 2002 - July

2003

Production Engineering Manager

March 2001 - September 2002

Production Engineering Supervisor

February 1999 - March 2001

Quality Engineer

October 1997 - February 1999

Major Accomplishments (Wellstream-Halliburton)

Designed, implemented and facilitated the Continuous Improvement Team at

the Extruder workcenter, resulting in savings of over $1,000,000 in 1998.

The savings due to the success of the Continuous Improvement process during

the year 1999 were close to $2,000,000, majority of which was the result of

reduction in polymer consumption due to the improved concentricity of the

Extruded layers. The cost savings due to polymer scrap reduction amounted

to $500,000 during 2001. Applied for Rochester Institute of Technology/USA

Today Quality Cup Award, on behalf of the Extruder Continuous Improvement

Team, and was placed among the semi-finalists.

Applied for the Florida Sterling Regional, on behalf of Extruder and

Flexlok Continuous Improvement Teams. Both teams were placed among the semi-

finalists and presented their success stories at the Florida Sterling

Region One Team Showcase.

Developed and implemented a global "Performance Tracking System (PTS)" that

tracked productivity and efficiency for each manufacturing process and

converted the information into cost metrics.

Developed and implemented a global "Noncompliance Tracking System (NTS)"

that tracked root causes and corrective actions for all noncompliances,

calculated costs and generated reports for use by management and Continuous

Improvement teams. The cost of noncompliance reduced by 62% during 2000, as

compared to 1999. The cost of noncompliance reduced by 50% for two

workcenters and 40% for the third one during 2001.

Utilized various SMED techniques to improve the set-up operation for the

bottleneck workcenter, the set-up time reduced from 22 hours to 6 hours per

set-up operation.

Proposed and implemented a new plant layout for pipe completion activities

to enhance safety for the Wellstream Hydrostatic testing operations

(verified risk minimization using process FMEA).

Implemented the computerized inventory system for the stores operation that

reduced annual operating costs.

Implemented 'on-line' Statistical Process Control (SPC) for the

manufacturing processes throughout the plant. Trained operators and line

technicians in the use of SPC techniques to monitor trends and reduce the

variability in the processes.

Championed the TPM initiative for the Panama City plant. Worked closely

with Maintenance and Operations to review and improve the existing systems

for 'pre-run checks' and preventative maintenance schedules and thereby

minimize the cost of breakdown maintenance and downtime.

EDUCATION

MS, Industrial & Management Systems Engineering, West Virginia University,

Morgantown, WV August 1997

BS, Industrial Engineering, Nagpur University, Nagpur, India May 1995

PROFESSIONAL TRAINING

45th Annual Kaizen Seminar (Shingijutsu group, Japan)

Plant tours of TMMK and one of the Toyota plants in Toyota City, Japan

Executive Development Program (Pentair, Inc.)

ISO 9000 Quality Systems Auditing (Excel Partnership, Inc.)

The 7 Habits of Highly Effective People (Franklin Covey)

Extrusion Seminar and Laboratory (Society of Plastic Engineers)

Visual Factory Management (Saddle Island Institute)

ISO 9001:2000 for Internal Auditors (Lloyd's Register Quality Assurance,

Inc.)

CERTIFICATIONS

Certified Six Sigma Black Belt (American Society for Quality)

Certified Quality Engineer (American Society for Quality)

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