Project Management Quality Engineer
Resume:
DAVID J. DEITERS
*** *** *****, *********, ** ***56
**********@*****.***
CAREER OVERVIEW
A record of successful quality/manufacturing executive management at the local, regional, national and international levels. Creative problem solver with the ability to drive revenue growth, resolve conflict, improve morale and exceed profit goals. A consummate professional offering effective skills in analyzing, organizing, coordinating, supervising and management decision making. Developed new revenue channels, controlling project management and public relations. Bottom line oriented professional with proven record of managing personnel and projects, gaining improvement in business growth, reduction in expenses and improvement in staff productivity. Employ a team-oriented leadership style with emphasis on results. EDUCATION
General Motors Institute – M .S. in Manufacturing Management Kettering U niversity
University of Michigan – B .S. in Biology
WORK HISTORY
10/21/13-Present Oberg Industries (Medical Division Freeport, PA Sr. Quality Engineer
Validation of all processes including specials (heat treat, cleaning, passivation, welding and laser marking). Developed PFMEA, Control Plans, PFD for Medical Group Customers. Certified RAB ISO 13485 auditor. . Conduct supplier audits and development relating to validation with the supply base. I handle 8 different OEM accounts.
10/8/12-10/20/13 Ducommun Labarge Technologies East Pittsburgh,PA Quality Manager
QMS systems, management representative, and validations. Ducommun is a PCB assembly and system manufacturer to the aerospace, commercial, and medical industries. 8/1/2010- 10/5/12 Oberg Industries (Medical Division Freeport, PA Sr. Quality Engineer
Validation of all processes including specials (heat treat, cleaning, passivation, welding and laser marking). Developed PFMEA, Control Plans, PFD for Medical Group Customers. Certified RAB ISO 13485 auditor. Member of the corporate team to centralize the QMS for the corporation and integrate ISO 13485 and AS9100 into the system. Conduct supplier audits and development relating to validation with the supply base. Led 10 audits conducted by customers. Launched 14 new business platforms to date. The company achieved their AS9100 and ISO 13485 certifications by November of 2011. Oberg is a high precision manufacturer (milling, turning, grinding, stamping) the aerospace, medical, automotive, tooling and drilling industries. 5/2008- 6/26/2009 Micro Stamping Corp (MicroMedical, Microtubing) Somerset, NJ Director of Quality
All metrology functions, lab analysis and gage calibration are the responsibility of this position. Over 19 customer audits in 12 months with zero defects a nd 25 suppliers audits established a supplier audit system that reduced costs by 20%. Led the Japanese audit for Ministerial Ordinance 169 (Medical device). One third of the existing Corporate Quality Manual rewritten and conducted 6 training sessions in various aspects of Quality for the organization. MicroStamping manufactures components for the electrical, aerospace, automotive, and medical industries. Microstamping also provides assemblies, tubing, components and finished instruments to medical device customers. Project management with advanced engineering of new product launches. Lean, 5S, VSM, PPAP, FMEA, 6 -sigma were also part of my responsibilities. The company supplied parts to the aerospace, automotive, electrical and medical industry. At the tier 1 and tier 2 levels. 11/2003-5/2008 MK MORSE CO. Canton, OH
Director of Manufacturing and Quality
Developed formalized quality program for manufacturing. Achieved set targets in meeting a 13% growth (year to year) while lowering overtime, improving quality and delivery over the last three years. Wrote procedures for and established an Engineering Change Systems. Working with Kettering U niversity, a successful co-op program was established. Purchased and installed over $20M worth of new equipment and delivered the returns on investment made by company. This company employs 350 hourly non-union people. They manufacture a variety of products (including circular saw blades, band saw blades, hole saws and other separation tools) used in the commercial and construction industries. Implemented lean initiatives, SPC, SMED and establishing a visual work place 5S. Planned, provided and delivered the training and implementation for a new ERP system for the factory floor. Project management duties for new equipment, including sourcing, purchasing and installation within the organization.
5/1995-6/2003 MADISON-KIPP CORP. Madison, WI
Vice President of Manufacturing – 2001-2003
Moved one of the die casting facilities from a negative position to a positive one (2.6M swing) in just 11 months. Corporate performance was also improved by 20% reduction in customer complaints and a PPM defect rate of 110. Manage the closing of a joint venture and the successful recovery of the investment to both parties. Initiated Lean Manufacturing concepts and improved statistical process development on existing operations. The responsibility for Profit and Loss and budgeting for a 525 hourly non-union employee operation was also a portion of this position. Project management experience with launching new products and processes for the company.
Vice President of Systems Engineering -1997-2001
Systems Engineering was responsible for changing the culture of the organization from the executive to hourly level. Develop business improvement teams and trained facilitators (lean manufacturing approach). Teams saved the company $750,000 over a 4 year period. In addition I was responsible for Purchasing, Information Technology, joint ventures and corporate quality. New programs in purchasing delivered $200,000 in saving each year I was in charge. Led the search for and the installation of a new ERP system and it was implemented within 10 months (2000). Installed a new quality system (TS16949) to meet international customer requirements. As general manager of a joint venture, handled the contract negotiations and was responsible for the profit and loss of the joint venture (integration between a die casting company and a plastic injection molding firm). This position reported directly to the presidents of the parent companies and handled all aspects of business with our die casting partners in India.
Director of Quality -1995-1997
Primarily responsible for leading the company to a QS-9000 certification in 9 months (1996). As a member of the executive staff, helped lead growth of 15% per year from 1995 to 1999 in the organization. Led the installation of a PPAP program, reduced customer complaints, i nternal quality levels were improved from 1000 ppm to 200 ppm using statistical process controls and lean manufacturing techniques. A statistical process control program utilizing a v ariety of gages and techniques to improve quality was implemented. This also involved training those employees in the p roper use and u nderstanding of the statistical charts and tools. HAWORTH INC. Holland, MI
Plant Quality Manager
Led two plants (files and seating) in reducing quality costs, warrant claims and return goods costs (20%). Along with 3 other members led the files plant from a losing position to a $200M per year firm. As senior quality manager helped to lead the company to ISO-9000 certification and the Michigan Quality Award. I was also responsible for plant logistics (expediting inventory control) quality and floor operations (e-coat, powder painting), receiving and the ideas program (3 implemented ideas per employee with saving of over $1M). Published and delivered a paper on “Training as an ISO Case History”. RAB certified lead auditor for ISO-9001. Quality Engineer
Developed SPC (32 work centers) and paint controls on the factory floor. Within the Steel Components Plant I led the introduction and implementation of SMED on the factory floor in the stamping area. R educed set-up time from 4.5 hours to 2 hours. I was responsible for the steel Stamping, Receiving Inspection, Paint Standards and specifications. Developed the m etallurgy lab and testing methods for welding operations. This position was also responsible for the management of 8 technicians.
GENERAL MOTORS HYDRA-MATIC Three Rivers/Ypsilanti, MI Metallurgist
Responsible for the operation of a 2 million dollar laboratory, this included the operation, ordering of supplies and training of lab personnel. Published a paper on the analysis of “390 Aluminum using a Plasma Emission Spectrometer” during my time in the lab. Plant shop floor responsibilities included; heat-treating, sheet metal stamping, induction hardening, inspection and supervision of hourly personnel. Set the quality and engineering requirements for all incoming materials, floor process, equipment specifications. I also handled all the failure analysis and engineering changes made as a result of the investigations. Acted as the c hemist for all the major coolant systems within the facilities.
PROFESSIONAL ORGANIZATIONS
● American Society of Quality – Senior Member
● ASM
PUBLICATION HISTORY
● Training “An ISO Case Study”
● Analysis of 390 Aluminum using DCP
TRAINING/CERTIFICATIONS
● CQE
● CQA
● CMQ/OE
● RAB ISO Lead Auditor in ISO 9001 and ISO 13485
CORE COMPETENCIES
Process Improvement, Validations, Lean Manufacturing, ISO -9001, ISO-13485, TS-16949, AS-9100, Policy and Procedures, Goal Deployment Process, Six Sigma, Process Capability, CAPA, Profitability Performance, Operations Management, Cost Reduction and Controls, Talent Development and Utilization, Project Management, Strategic Planning, Materials Management, Product Line Transfer and Integration, Supplier Management, Auditing, VSM, ISO-14001
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