Summary of Experience

Heavy manufacturing industry professional with 25 years’ experience in engineering, quality, manufacturing and service. Over my career, I have become known for driving process improvement and change management within businesses that provide low volume/high variability products, through global cross-functional collaboration. My expertise is in strategy deployment and organizational excellence utilizing Quality, Six Sigma and Lean methodologies. Most recently, I established global, cross-functional teams to drive product cost out initiatives within the newly formed HRSG product line, developing and coaching teams to best practices, as well as building processes foundations and structure to achieve the cost out targets.

Professional Experience

GE Power, Baden Switzerland & Chattanooga, TN 2010-Present

GE Power is a world leader in power generation with deep domain expertise to help customers deliver electricity from a wide spectrum of fuel sources. Transforming the electricity industry with the digital power plant, the world’s largest and most efficient gas turbine, full balance of plant, upgrade and service solutions as well as data-leveraging software. GE Power acquired Alstom Power in November 2015 to achieve world leadership in delivering electricity in all fuel sources.

HRSG Product Cost Manager, PM&A, Gas Power Systems, March 2016 - Present

Chattanooga, TN

Owns cost target, monitors and reports cost actuals on a regular level, analyses actual equipment cost against SCA. Drives Design for Excellence programs to reduce cost, lead-time and achieve quality by using improvement tools. Executes programs in close collaboration with Inquiry to Order, Product Management, Order-to-Remittance Sourcing and Manufacturing.

• Initiated cultural change to move from silo-thinking functions and execution centers to a proactive cross-functional organization that capitalized on sourcing strategies and specification harmonization

• Headed the consolidation of the Should Cost, Plan -30/Cost Out, DfM initiatives of legacy Alstom and integrated GPS – Rotational best practice, utilizing one system to track all savings

• Established and coached global cross functional teams to drive product cost improvement

• Launched standard baseline targets (Laminated Card) of historically customized configurations to GT frames, establishing cost walks and should cost strategy, yielding over $12M in product savings for 2017 shipments at financial roll up

Global Quality Process & Integration Manager, Parts Delivery Network, Service, 2015 - 2016

Baden, Switzerland (Type C Work Permit)

Responsible for the integration of Hot Gas Path Supplier Quality Engineers and Administrators into PDN, execute global harmonization of QMS and technical specifications across execution centers and supply chain. Institute an operating rigor of CoPQ standards and governance.

• Integrated staff by deploying functional descriptions linked to business management system, introducing competency assessments for resource and training needs to achieve FY objectives

• Harmonized the QMS directives from Sector to PDN deployment and consolidated KPI’s across the global network, establishing a CoPQ standard and reporting governance to management team.

• Orchestrated the collaboration between TSG/GST Engineering to achieve common specifications in supply base, resulting in uniform compliance requirements of components from supplier to customer site erection.

Head of Supply Chain Quality Assurance, Hot Gas Parts, PDN, Service, 2014 – 2015

Baden, Switzerland (Type C Work Permit)

Assure quality of precision cast components from supply base and maintains necessary quality processes and instructions. Manage internal customer quality related requests or product conformance escapes at site to ensure transparency and integrity of the information and data provided. Supports Product Development in Limited and Full Production Releases. Directed staff in supplier product and process audits to control and improve Scrap and NCR rates.

• Supervised the systematic resolution of product deviations (NCRs) in the manufacturing processes of the supply base with monthly review of supplier performance, initiating preventive and corrective actions. Resulted in 40% reduction in NCRs.

• Counseled the management team utilizing organizational excellence tools to deploy strategy to fulfill 250M€ annual order intake of supply chain based in Europe, UK, and USA.

• Demonstrated effective root cause analysis in the identification of the GT26U3 Blade 3 failure cause and subsequent specification clarification and preventive inspection processes at supplier. Resulted in 35% reduction of NCRs at incoming inspection.

Quality Assurance Manager, Gas Large Platform, Thermal Manufacturing, 2012 - 2014

Baden, Switzerland (Type C Work Permit)

Ensure interfaces of processes between R&D, service and manufacturing/supply chain are clearly defined and understood to identify special product and process characteristics critical to customer requirements. Coordinate the quality planning activities to develop a global manufacturing standard for deployment to factories/suppliers. Centralize lessons learned and quality information from factories and suppliers to identify manufacturing improvements for implementation in new R&D design and analyze return on investment to improve cost, quality and delivery of the Future Generations platform.

• Attained change management from silos to true concurrent team mentality by moderation and technical competence from a quality control to a quality assurance focus. Succeeded in executing quality planning at the beginning stages of the Detailed Design Review process rather than at the Release Design Review.

• Integrated concurrent engineering fundamentals based on APQP into Product Development Quality Planning process for large manufacturing product platform.

• Completed implementation of Design for Excellence methodology with Critical to Quality characteristics flow down to Critical Products Characteristics and Critical Process Parameters identified on critical components, having coached and verified the development of design and process FMEAs, yielding cost and lead-time reductions of Prototype first fire by 12 months against the baseline with readiness for Product Qualification Process.

• Defined the criteria for the Global Manufacturing Quality System, Design for Manufacturing Scope, henceforth deployed to all Alstom Power manufacturing sites, with FGT global reach to England, Poland, Germany, France, Switzerland & USA. All FGT factories attained target to ensure process capability is measured for critical processes and communicated to Product Line R&D and Engineering to support design specifications development.

• Developed, implemented and trained the standard for Design for manufacturing process piloted on the FG Product Platform, training frontline employees [100] to senior management [20]

Director of Quality, Chattanooga Unit, Thermal Manufacturing, 2010 – 2012

Chattanooga, TN

Responsible for establishing, standardizing and documenting the processes for all departments at Alstom’s Chattanooga Unit, including factory, costing and estimating, purchasing, engineering, human resources and project management. Ensuring processes are documented and in line consistent to Alstom’s standards as well as ISO 9001/14000 Standards. Oversee the product and process qualification process of the factory workshop lines and build the quality staff to support this objective.

• Yielded an annual employee bonus of 5% upon influencing the management team on operational excellence strategy and the implementation of a Balance Scorecard, to unify and achieve business objectives.

• Guided the factory's Quality program to achieve qualification (APQP) of all production lines and mentoring management to sustain of transfer of knowledge from global process expertise community.

• Awarded ISO 9001 Site certification within 2 years of grand opening.

• Designed and taught an ISO Auditor class to ISO 19011 requirements. This resulted in over 20 auditors for the internal and external auditing programs annually.

• Developed and completed standardized training packages in Lean Tools such as Standard Work, 5S, Set-up Reduction, Kaizen, TPM, Continuous Flow.

L3 Global Communications Solutions (GCS), Victor NY 2009-2010

L3 GCS provides satellite communications solutions that include man-portable and flyaway VSAT terminals as well as airtime and services to the Intelligence Community; the Department of Defense; U.S. federal civilian, state, and local government agencies; and international customers.

Director of Quality Assurance & Customer Service

Direct the Customer Service, Quality and Calibration staff on all activities related to the development, production and servicing of man-portable and flyaway VSAT terminals. Manage the material and product review meetings to prevent deficiency in quality, utilizing statistical analysis and testing to support quality improvement in functional departments. Act as company’s primary representative to customers ensuring that market design and manufacturing specifications are attained.

• Reduced the processing time of the Customer Service returns material process by 50%, utilizing lean tools service repair of man-portables dropped from a 45-day RMA to 20-days.

• Instituted a VOC Program to obtain information on the Customer's Purchasing experience, from Sales Visit to Customer On-site Training visit, of our VSAT's and improve processes identified. Initial round of feedback provided critical to quality criteria that yielded funding for a new generation of man-portable terminals.

• Advocated and employed a competency/performance assessment tool to ensure compensation is based on competency and experience not just supply/demand of technicians. Resulted in harmonized job descriptions and banding for future growth of department, in addition to unifying the team.

Gleason Corporation, Rochester, NY 1998-2009

Gleason Corporation is a global leader in the technology of gearing. Products and services include machinery for the production, finishing and testing of gears as well as a worldwide support system that provides cutting tools, workholding, replacement parts, field service, application development services, gear design and inspection software, training programs, engineering support and machine rebuild and upgrade services. The Company is also a leader in the theory of gear design and in the application, testing and analysis of prototype and production gears. Customers include leading companies in the automotive, aerospace, marine, agricultural, construction equipment, industrial machinery and equipment, energy, and truck industries.

Manager, Quality Operations and Continuous Improvement, 2004 - 2009

Head the Global Continuous Improvement Team in the development of a global level business philosophy and standards that link corporate key goals to frontline performance measurements. Manage and oversee activities involved with auditing processes and the management system to ensure that the organizations strategies, objectives, policies and procedures followed. Supervise the productivity of the calibration and inspection lab, respective process activities and management of personnel. Ensure high quality suppliers are selected and that incoming parts and materials are acceptable.

• Evaluated and launched the effort to consolidate ISO Registrars globally. This yielded in 40% ISO Maintenance savings corporate wide.

• Developed and standardized Key Performance Indicators and reporting dashboard that linked Vision and Business Philosophy along with Strategic Deployment. This resulted is global standardized reporting and analysis of key metrics as generated to address cost, quality, and delivery.

• Built a standardized lean assessment tool and established an annual program for global assessment of lean initiatives, locally yielding $2M in continuous improvement initiatives annually utilizing lean and six sigma tools. Supported by authoring an L-37 Grant that yielded in $25K that funded training of [18] personnel in six sigma skill sets

• Released a Customer Satisfaction Index upon completion of a Global Customer Complaint Business system resulting in all customer communication tracked within ERP system and available electronically 24/7 around the world.

• Created a standardized employee performance appraisal and development process for all functions from frontline manufacturing, technical/administrative to management personnel. This resulted in globally standardized assessments of all employees from the CEO to the frontline employee. This standardization process and respective measures resulted in 60% improvement in talent management.

Mechanical Design Engineer, New Product Development Team, Gleason Corporation, Rochester, NY

Tool Design Engineer, Arbor Engineering Team, Gleason Corporation, Rochester, NY

Product Development Engineer, Garlock Sealing Technologies, BF Goodrich, Palmyra, NY

Machinist/Inspector, General Precision Manufacturing, Rochester, NY

Education / Training

Master of Science, [November 2004], Manufacturing, Management & Leadership, GPA 3.73/4.00

MS emphasis placed on supply chain management, global manufacturing and operations, lean thinking, leadership, and decision making. Capstone project entailed the material planning solution for accuracy delivery forecast from 60% to 90% OTD at Tabtronics corporation.

Bachelor of Science, [November 1996], Mechanical Engineering, GPA 3.32/4.00

Rochester Institute of Technology, Rochester, New York

Green Belt Six Sigma Certification – 2008

ASQ Certified Manager of Quality and Organizational Excellence – 2007

ISO 9001:2000 Auditor, AS9100 Auditor Candidate

ISO 14001:2004 Internal Auditor

Microsoft Office Programs, Oracle, SAP Business System, Minitab

Fluent Spoken Hungarian

Affiliations

American Society of Quality: Associate Member

Society of Women Engineers: Section President, Publicity Coordinator, Treasurer

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