Quality Assurance Manager

Resume

of

Christopher W Quinn

Job Related Summary:

. 20+ years of experience as a Quality Manager.

. 20 years of experience with MS Office including Excel, Word, PowerPoint

and Project.

. 5 years of experience in Lotus Notes.

. 15 years of experience in 8D, 6 sigma and 5 Why.

. ASQC Certified - CQA.

. RAB Certified Lead Assessor TS 16949.

. Local Candidate.

. Good communication and interpersonal skills.

Summary:

. Program and Quality Engineering Manager with a strong engineering

background and an in-depth understanding of such tools as APQP, FMEA's,

DOE and SPC, problem solving, blueprint reading, internal and external

auditing systems. Successfully implemented TS 16949, ISO 9000 and QS

9000 quality systems and achieved certification. Reduced the

organization's bottom line cost through the use of quality initiatives

and the measurement of internal, external, appraisal and prevention

cost.

. Broad practical knowledge of organization structures and

responsibilities. Ability to solve technical and non-technical issues

using such techniques as the 8-D process. Can direct, motivate and

develop groups and individuals. Exceptionally strong presentations

concerning quality systems and job requirements.

. Experienced in union and labor relations.

Education:

. Master of Science, Industrial Technology, Eastern Michigan University,

Ypsilanti, MI, 1978.

. Bachelor of Science, Marketing and Management, Central State University,

Wilberforce, OH, 1973.

Certification:

. ASQC Certified - CQA.

. RAB Certified Lead Assessor TS 16949.

Professional Experience:

Piston Automotive LLC, Redford, MI October

2012 - June 2013

Quality Manager - Toledo Plant

Responsibilities:

. Helped to maintain and implement Piston automotive QMS and Customer.

. Interfaced during the PRE- Launch of the 2014 Jeep Cherokee, Rear,

Front, Struts and Rear Coil Spring modular assembly builds for Chrysler

Toledo Plant. This included APQP.

. PFMEA, PPAP, SPC, GAGE R&R and overall Training of TS16949.In addition

over seeing TEIR 2 supplier's and Corrective Actions. (ECIMS, 8d's, 8

Gate reviews).

Atco Industries, Sterling Height, MI

February 2010 - September 2012

Quality Engineer

Responsibilities:

. Conducted onsite evaluation of QMS, Corrective Action, APQP evaluation

and PPAP approvals at Meritor, Fauceia and Volkswagen. In addition on

assignment with GM Tech Center as Containerization Engineer.

Quinn and Quinn Enterprise Ltd., Granger, IN June

2009 - January 2010

Owner

Accuride Corporation, Evansville, IN

September 2006 - April 2009

Engineering and Quality Program Manager

Responsibilities:

. Involved in program management and quality systems for G unite

Corporation (subsidiary of Accuride Corporation) which consisted of

three facilities, two located in Elkhart, IN and one in Rockford, IL.

. Oversaw implementation of Advance Product Quality Planning (APQP),

customer liaison and responsibility for approval of all warranty claims

and customer concerns. Successful in reducing the overall PPM score from

1200 to 250.

. Reduced warranty by 50 percent. Approved the purchase of CNC machinery

for both the Rockford facility and Brillion Ironworks (subsidiary of

Accuride Corporation).

. Facilitated a cross-functional team in successfully passing Volvo's

product safety audit. This was the first time that G unite had

identified safety critical design features for Brake Drums and Rotors.

. Developed a senior management communication network that dealt with

problem solving among senior staff. This was a significant culture

change that dealt with the inverted organizational system.

Engineered Machined Products, Inc., Escanaba, MI

November 2005 - August 2007

Quality Manager (Escanaba Operations)

Responsibilities:

. Managed a quality staff consisting of seven quality engineer's, 13

layout inspectors, three final auditors, one administrative assistant

and one PPAP Coordinator.

. Developed a quality assurance system that included institutionalizing

Cost of Quality, APQP processes and a robust Corrective Action system

that had a direct effect of scrap reductions equaling $200,000 in the

first fiscal year. In addition reduced the necessity of PPAP for

perishable tools that exceeded an estimated cost reduction of over

$250,000 annually.

. Trained and developed Senior Quality Engineer's to have an understanding

of the 5 Stage Gate APQP Systems that directly correlates with AIAG

standards. This process focused on the implementation of prevention and

transferring lessons learned into new contracts (RFQ'S). The current

customer interface consists of automotive (GM, Ford, Chrysler), Sauer

Danfoss, Eaton, DDC, Caterpillar and International Truck. The current

processes at EMP consist of Machining, Assembly and monitoring casting

suppliers of both Cast-Iron and Aluminum.

Hayes Lemmerz, Southfield, MI April 2002 -

October 2005

Quality Manager (Southfield Operations)

Responsibilities:

. Managed and developed a Quality Assurance system that included Top

Grading of quality personnel and implementation of Operational

Excellence (this included Lean Manufacturing, Kaizen and Management by

Facts (MBF), Six Sigma, DOE and QS 9000 requirements. The primary

objective was to upgrade the current organizational system as it related

to prevention, utilizing such tools as APQP and taking the organization

to TS-16949 by April 2004.

. Implemented cost avoidance that helped the bottom line of Hayes by 1.5

million dollars within a ten-month frame. Successful in implementation

of a Supplier Charge back system that recuperated over $500,000 within

this same time frame.

. Reduced or redeployed the quality organization from 24 to 16 people (a

cost savings of $560,000). Established a Customer Service organization

that had a response time to Ford Motor Company Assembly Plants within

one hour for any external quality concerns. Overall objective was to

redeploy and integrate the Quality Organization into Manufacturing

Engineering and Production disciplines.

SU-DAN Corporation, Rochester Hills, MI October 2000

- August 2001

Quality Manager (Orion Plant)

Responsibilities:

. Managed and developed a Tier 1 supplier quality system in which this

organization became a full service organization to the Big Three and

Toyota. Implemented within this organization an APQP system that helped

reduce tooling, material, scrap and labor cost. In addition problem-

solving techniques such as 8d and 5why's have been expanded throughout

the organization and at the operator level.

. Developed cell teams for stamping operators. Improved overall customer

satisfaction with General Motors by successfully eliminating Level 2

inspection. Introduced company to six sigma process evaluation methods

and systems.

Aerotek, Pontiac, MI September

1999 - October 2000

Metro logy Manager (GM Metal Fabrication Division)

Responsibilities:

. Supervised 19 layout inspectors and enhanced the APQP and PPAP process

by implementing an electronic communication system (real time) for

sales, engineering, manufacturing engineering, purchasing, production

and quality, as a result engineering and tooling drawing changes was

reduced by 30%. This was estimated at $400,000 cost avoidance. In

addition Faro Arms layout inspection equipment (portable layout

equipment) was implemented, this improved the overall OEE and Quality as

it related to scrap, rework and repair.

Harvard Industries (Ripley, TN, St. Louis, MO/Doehler Jarvis, Toledo, OH)

June 1997 - August

1999

Director of Quality Engineering

Responsibilities:

. Managed all aspects of Quality and Process Engineering dealing with 3000

and 3500-ton die casting manufacturing facility. Implemented QS 9000 3rd

Edition requirements at the St. Louis Die cast facility. Eliminated

Level II containment of the Ripley, TN facility resulting in a cost

avoidance of over $200,000 per quarter.

Quality Certification:

. Reduced over-all cost of poor quality by annual savings of $1.2 million

per year. Successfully implemented QS 9000 within a six-month time

frame.

. Streamlining of Quality Operation:

. Implemented a reduction system to reduce the Risk Priority Number (RPN)

severity rate and increase the process capabilities of 1.67 to 2.00

CPK's. Assisted senior management in restructuring Resource and

Development, Process Engineering and Manufacturing that resulted in a

reduction of twelve people (annual savings of $600,000). Increased over-

all customer relations with Ford and GM Manufacturing and Assembly

facilities.

Davis Tool and Engineering Co., Detroit, MI 1995 -

1996

Director of Quality and Process Engineering

Responsibilities:

. Managed all aspects of quality assurance for a $50 million dollar

assembly and stamping facility whose primary customers included Ford,

Chrysler, Nissan and Honda. Strengthened customer relations. Established

the need to implement a corporate quality policy for the company, which

enabled the pursuit of QS 9000. Lowered costs on the leak test operation

to save $200,000 annually. Cut overall scrap cost by $140,000 through

vendor charge back program. Met world-class quality level at Ford Motor

Company.

Quality Certification:

. The company was investigating the possibility of pursuing QS 9000, but

no corporate quality policy existed. Began the development of a

corporate quality manual. In addition, attained the World PPM Class

Quality Level at Ford Motor Company of 28 and 29 respectively (60 PPM at

Ford Motor is considered World Class).

. Streamlining of Quality Operations:

. Evaluated the current leak test operation and 100% inspection. Improved

efficiency and saved $200,000 annually by switches to 50% inspection by

the utilization of SPC. Further, improved the problem solving techniques

of the team.

. Customer Satisfaction:

. Initially, Ford Motor Co. assessed the company's quality as

unacceptable. The company was in the process of being removed from the

Ford's chronic supplier list. In addition, improved customer relations

with Nissan and presented the company's system at its Nissan Mexico

supplier conference.

. Cost Reduction:

. Reduced overall scrap cost by 20%, which equaled $10,000. Implemented a

vendor charge back system that had returns of bottom line dollars of

$35,000 within a three-month period.

AM General Corporation, South Bend, IN 1981 - 1994

Corporate Director of Quality Assurance 1989 - 1994

Responsibilities:

ISO 9000 Certification:

. Implemented initial ISO 9000 international quality standards. Introduced

this concept to corporation and assembled/led the management team. Met

registration requirements a year ahead of schedule and $40,000 under

budget.

Operation Efficiencies:

. Increased the efficiency of the quality assurance staff by 65% by

shifting the emphasis from inspection to process control, resulting in a

$5 million dollar savings annually. Improved the first time product

acceptance rate from 50% to 98% and reduced government inspectors from

24 to 3.

Vendor Certification:

. Instituted a vendor certification/rating program for over 400 suppliers

which reduced sources and strengthened supplier partnership strategy. As

a result, lowered receiving inspection cost by $300,000 annually.

. Labor Negotiations:

. Played a key role on the labor contract team. Enabled the team to

successfully negotiate a four year agreement and averted work stoppage

for the first time in 30 years.

Program Manager/Quality Manager, Quality Engineer Postal Vehicle Program,

Hummer Division

1981 - 1989

Responsibilities:

. Held corporate responsibility for budgeting, planning and developing a

$125 million production contract. Met or exceeded all governmental

design specifications, quality and delivery requirements. As Quality

Manager, managed all quality activities for three distinct vehicle

production lines.

. Instituted a quality assurance final audit process and improved the

acceptance rate by ten times the previous levels. As Quality Engineer,

managed quality procedures and documentation for a new production

contract.

General Motors Corp. Hydra-Matic Division, Ypsilanti, MI

1971 - 1981

Quality Control Auditor 1979 - 1981

Responsibilities:

. Held quality audit responsibility for the transmission axle and stamping

facilities. Performed comprehensive process and product audit to

identify plan performance levels and ratings. Utilized internal

component blueprints to test compliance with design specifications.

Updated technical operating and service manuals.

General Supervisor, Quality Control 1975 -

1979

Responsibilities:

. Supervised 260 transmission assembly employees. Performed manpower

staffing, contract administration, plant safety and final product

acceptance activities. Achieved the highest quality level rating among

four GM transmission assembly plants.

Supervisor/EEO Coordinator, Salaried Personnel 1973 -

1975

Responsibilities:

. Handled college recruiting, employee appraisal, training, merit programs

and affirmative action plan administration.

GM Cooperative Education Program 1971 - 1973

Trainee

This salaried position included rotations in Industrial and Reliability

Engineering, facility layout and personnel administration.

Association:

. Quality Council Member, American Society of Quality Control and Board

Member Quality Auditor - 1994.

. Former Industry Chairman, National Industrial, South Bend Chapter NAACP.

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