Quality Manager

Carlos A. Velasquez

** ******** ***, ***** *******, CT 06074 / Office: 315-***-****, Cell:

315-***-**** / **********@********.***

OBJECTIVE Executive / General Manager: Lead, direct and manage business

units and organizations by contributing proven ability to

provide focused leadership, meet or exceed goals and

objectives, build empowered teams, improve processes, grow

the business, and meet financial targets.

SUMMARY OF

QUALIFICATIONS A highly energized, competent professional, known for the

ability to lead and motivate others to "get the job done"

with 20 years of experience (domestic and international) in

the leadership of teams in multiple businesses, multi-site

responsibility, and cross-functional matrixed

organizations, including Supply Chain Management,

Strategic Sourcing, Quality, Operations, Lean

Manufacturing, and Process Improvement (shop and business

practices). Other skills encompass:

. Leading / Mentoring / Coaching People (

Financial budget and full P&L Management

. OEM and Aftermarket (MRO) experience (

Marketing Strategic Planning and Execution

. Operations Management ( Operational

Excellence (OpEx)

. Lean, Kaizen, and Value Stream Mapping (

Productivity Improvement

. International Business Operations (

Communication and Teambuilding

EDUCATION

BOSTON UNIVERSITY Boston,

MA

Master of Business Administration (MBA)

Jan 2002 - June 2003

GPA 3.4, Top 20% of the class

UNIVERSITY OF PHOENIX San Diego, CA

Bachelor of Science, Business Management

Aug 1991 - June 1993

GPA 3.8, Top 10% of the class

ATLANTA TECHNICAL INSTITUTE Atlanta, GA

Associate of Science, Aircraft Maintenance Technology

Sept 1979 - June 1981

PROFESSIONAL TRAINING & CERTIFICATIONS

United Technologies Lean / Quality Certification - Achieving Competitive

Excellence (ACE) Associate Certified,

Six Sigma Trained / Value Stream Mapping (VSM), Lean Manufacturing

Certificate from the University of Michigan,

Defense / Military aerospace and commercial aviation experience, FAA

Airframe and Powerplant License (A&P).

EXPERIENCE

TECT Power (Turbine Engine Components Technologies) Corporation,

Whitesboro, NY February 2013 to Present

General Manager

Full P&L responsibility for a $55M per year manufacturing site within TECT

Power. Functional responsibility and oversight includes: engineering,

quality, human resources, accounting, material/supply chain management,

quality, and customer service. Additional responsibilities include

implementation of Lean, Six Sigma, and Operational Excellence concepts to

meet growth and financial targets.

. Increased site revenue by 4% within six months. Deployed aggressive cost

management efforts to meet budget requirements

. Reduced inventory by 15% by controlling material receipts, reducing WIP

lead-times, and addressed obsolete material

. Implemented value stream concepts and managed manufacturing

constraints thus improving efficiency and productivity by 14%

United Technologies Corporation (UTC)

March 1999 to February 2013

Pratt and Whitney, Division of UTC, East Hartford CT

May 2009 to February 2013

Procurement / Supply Chain Manager

Manage all strategic and tactical procurement responsibilities within the

Integrated Bladed Rotor (IBR) and Fan Blade value stream to include; cost,

quality, and delivery performance. Additional responsibilities include

operations, sub-tier management, finance, manufacturing and delivery

assurance for all military and commercial engines within the value stream.

Also, seek, develop, negotiate and manage all purchasing activity.

Responsible to drive the ACE Operating System tools to improve value stream

performance.

. Negotiated and implemented $2.4 billion in long term supplier agreements

with 4-6% year over year cost reductions

. Improved value stream delivery performance by 35% and quality and

productivity by 23% versus the prior year thru value stream site

productivity improvement projects

. Drove a 20% improvement in lead time reductions through relentless kaizen

activity including process certification, focused events with value

stream mapping alignment / root cause / mistake proofing

Pratt and Whitney, Division of UTC, East Hartford CT

June 2006 - May 2009

Manager, Supplier Quality

Managed over 500 suppliers with staff of 5 direct and 40+ matrixed

employees worldwide. Integrate supply chain management best practices,

provide leadership and direction to drive proactive quality initiatives;

including ACE, Supplier Gold, integration of quality within the

engineering process, strategic quality planning, internal and external

quality communications, and provide assistance with the customer escape

High Impact ACE team activities.

. Implemented supplier risk scorecard operating system resulting in step

change improvement in customer market feedback, quality, delivery,

operational, and financial metrics

. Drove supplier ACE culture and significant benefits in working with all

levels from executives managerial and floor level, developed ACE culture

throughout the supply chain network

. Mentored executives / staff on business operating system and application

of continuous improvement

Pratt and Whitney, Division of UTC, East Hartford CT

May 2002 - June 2006

Operations / Quality Manager, Module Centers and Operations

Responsible for 28 business units and 10 sites in support of Pratt's effort

to certify all sites to ACE Gold status within Pratt shop operations. Drove

acceleration of ACE Gold across Module Center and Operations organizations

within Pratt & Whitney.

. Drove use of ACE tools including; Value Stream Mapping, DIVE, Factory

Physics, and Kaizen techniques. Other activities outside of ACE include;

driving proactive quality initiatives including process certification,

integration of quality with manufacturing engineering standard work,

Supplier Quality, escape reduction, and provide assistance with high

level quality reviews and presentations to key customers

. Initiated a new effort to drive Process Certification Phase II by

identifying manufacturing Key Process Characteristics (KPC-M) and

implementing the effort across Pratt resulting in 42% improvement in

quality

. Achieved a 30% improvement in ACE Gold site and cell certification

Hamilton Sundstrand, Division of UTC, Windsor Locks CT

March 2001 - May 2002

Quality Manager, Supply Chain Management

Responsible for the supplier quality assurance organization for Hamilton

Sundstrand's Engine & Control Systems. Provide leadership and direction to

ensure work related to the design and installation of quality control

processes, resources, procedures, and techniques comply with management and

customer requirements. Assure that all products procured by external and

control suppliers meet all quality and technical requirements. Responsible

for the integration, quality and on-time delivery of key suppliers and over

200 manufacturing sites, and the supply chain organization in a high

technology, low volume systems and components business.

Designed and implemented a strategic supplier quality initiative designed

to focus on cost, quality and delivery

Facilitated a 20% reduction in escapes to the customer in 2001 by

implementing effective root cause investigations and developing short and

long-term escape reduction plans at selected suppliers

Pratt and Whitney, Division of UTC, East Hartford CT

March 1999 - March 2001

Quality Manager

Provided overall leadership and direction to ensure work related to the

design and installation of quality control processes, resources,

procedures, and techniques comply with management and customer

requirements. Assure produced products represent the maximum quality and

reliability attainable. Responsible for a staff of 10 engineers, manage

module center's budget and manpower forecast. Responsible for Nacelle and

engine hardware delivered to Airbus. Overall responsibility includes

driving business goals and measurements in achieving total customer

satisfaction, productivity, and quality.

. Reduced Nacelle quality customer escapes to Airbus by 25%

. Trained engineering, procurement and quality teams in quality systems,

continuous improvement resulting in 12% cost reduction benefit and a 30%

improvement in quality metrics

Rolls Royce Engine Services - Formally National Airmotive Oakland, CA

February 1996 - March 1999

Director of Quality and Customer Service

Recruited in 1996 to implement process-engineering enhancements, cost of

quality system, and facilitate the ISO 9001 quality system registration.

Managed 40+ personnel with a $2.2 million budget. Responsible for all

quality assurance and customer service activities including; maintenance

practice oversight, process control, repair development and implementation,

subcontract management, document control, quality administration, quality

engineering, and test cell activities. Responsible to ensure turbine engine

maintenance practices complies with technical specifications, customer

requirements, FAA regulations and company procedures.

. Facilitated the achievement of ISO 9001 quality system registration,

becoming the first completely independent turbine engine overhaul

facility to be certified by the FAA and a third party registrar

. Coordinated efforts to benchmark industry repair methods, design process

parameters and implement repair schemes for turbine engine components and

related turbine engine accessories

. Coordinated the company's reengineering project and successfully

implemented system changes to improve productivity, quality and bottom

line results

Morrison Knudsen Corporation Transit Systems Division Pittsburg, CA

October 1994 - February 1996

Quality Manager

Responsible for managing two transit/rail car manufacturing programs for

Caltrans and Bay Area Rapid Transit (BART), a staff of 30, and an annual

budget of $1.8 million. Responsible for material review, supplier quality,

receiving and in-process inspection, failure analysis, acceptance testing,

quality engineering, calibration, internal quality audits, corrective

action, and configuration management.

. Initiated a recovery plan in test operations, resulting in a 75%

reduction in cycle time for static test process and a 50% decrease in

dynamic testing time. Reduced quantity of defects by 30%

General Dynamics Corporation - Convair Aerospace Division, San Diego, CA

July 1984 - October 1994

Manager, Quality Assurance

. Responsible for managing the quality engineering, reliability

engineering, corrective action and customer support activities for the MD-

11 fuselage manufacturing program (commercial) and the Advanced Cruise

Missile for the U. S. Air Force (military). Supervised 12 quality

engineers. Provided guidance to engineering staff members, coordinated

detail analysis of quality system deficiencies, facilitated failure

investigations, and coordinated Six Sigma process improvement projects

with production, engineering and quality assurance personnel.

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