Customer Service Quality

DARRYL BENSON, CM, CMBB

*** ******** **. • Cross Junction, VA 22625 • (816) 728 - 4924 • ******.*******@*****.***

http://www.linkedin.com/pub/darryl-benson/4/268/31

PROFESSIONAL PROFILE

Experienced Quality Professional/Project Manager

A strategic results oriented leader with a Six Sigma Master Black Belt Certification plus over 20 years of quality

assurance, operations and operational excellence in various environments. Possess broad-based experiences in Food,

Wind Power, Motor Vehicles, and Aerospace industries. Demonstrated strong leadership in the development and

pioneering of strategic quality management systems, customer service and satisfaction systems. Possess an extensive

record of teaching and leading the integration of quality and lean six sigma techniques in the business process at the

collegiate level.

• Lean Six Sigma • Improved Service Delivery • Data Acquisition Systems,

Deployment Systems Dashboards and KPIs

• Statistical Process Control • Change Management • Kaizen Facilitator/Trainer

• Lean Six Sigma Trainer • Root Cause Analysis • Quality System Auditing

• Team Building/Facilitation • Project Management • Lean Manufacturing

• Quality Functional • Statistical Analysis of • Transactional Waste

Deployment Processes Reduction

• Value Stream Mapping • Taguchi Methods/D.O.E. • 5S

E D U C AT I O N & C R E D E N T I A L S

Master of Science Degree, Technology Management, • Southern Polytechnic State University – Georgia, USA

Bachelor of Science Degree, Mechanical Engineering, • Tuskegee University – Alabama, USA

Certified Manager, • Institute of Certified Professional Managers – Georgia, USA

Certified Six Sigma Master Black Belt, • Expert Rating Solutions – Virginia, USA

Certified Six Sigma Black Belt, • Missouri Enterprise – Missouri, USA

Lean Manufacturing Specialist, • Missouri Enterprise – Missouri, USA

Certified Quality Systems Auditor, • Verify, Inc – Missouri, USA

CMMI Assessor, • CMMI Institute – Virginia, USA

PROFESSIONAL EXPERIENCE

Senior Business Analyst - MBB, Networking & Engineering Technologies – Washington, DC 2012–Present

Provide management consulting services that include enterprise-wide business strategic

planning, business process re-engineering and performance-based management the Federal

Facilities Division (FFD) at Washington Headquarters Organization (WHS) at the Pentagon. The

FFD is one of only eight DOD designated high performing organizations (HPO).

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DARRYL BENSON, CM, CSSBB Page Two

Professional Experience Continued

.Selected Contributions:

Successfully Lead and Obtained CMMI – Dev Level 3

Improved Urgent Response Times for Maintenance Service Calls by 40%

Lead the alignment of software functionality with business processes

Institutionalized and implemented new strategic plans and process improvement strategy

Created operational standards and measures that drive the organizational transition.

Developed training to facilitate the continual leadership and deployment of HPO culture.

Director of Continuous Improvement - MBB, Americold Logistics – Winchester, Virginia 2011– 2012

Develop and set deployment strategy for a Six Sigma project implementation. Mentor and coach executive leadership

in the selection of projects and ensure alignment with strategic goals. Create project plans and guide team members,

including personnel certified at the Black, Green and Yellow Belt levels, to complete projects in an efficient manner.

Train other team members on the use of Lean and Six Sigma tools and techniques. Conducted facility process audits.

Selected Contributions:

Developed Champion Training for executive and general staff

Developed Green Belt curriculum for warehouse staff

Develop introductory presentation to Lean Six Sigma for customers.

Led Kaizen to improved Export Documentation Accuracy by 10% to meet customer expectations.

Led project to design and implemented process for handling new customer’s product.

Designed and implemented new process for identifying and communicating nonconforming product.

Develop and document new processes to improve pallet inventory accuracy in multiple sites.

Kraft Foods – Winchester, Virginia 2009 - 2011

Business Unit Manager

Develop and communicate the vision and expectations, based on strategic direction and values of corporation, to unit

members. Ensure process and product meets all established food safety requirements (HACCP, GMP). Integrate

different team functions and ensure the highest quality performance through the selection, empowerment, and coaching

of qualified staff that contribute to unit goals.

Selected Contributions:

Ensure that HACCP checks were completed as required through conducting process audits. One year with no

failures.

Drove the proper use of GMPs.

Improved throughput by 35%.

Improved OEE over 20%

Implemented new crewing strategy that decreased headcount by 24%

Implemented enhanced crew meeting to drive improvements

Relocated line and made design improvements that reduced crewing by 20%

Improve Machine Availability through improved preventative maintenance.

Maintained low cost producer status for product by more than 25%.

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Continuous Improvement Manager

Define strategy for and develop, execute, and manage a comprehensive Continuous Improvement process as it relates

to process efficiency and product quality. Develop relationships with supply chain to facilitate supplier development in

accordance with corporate goals.

Selected Contributions:

Through process audits, ensured proper record keeping (HACCP, Safety, Quality)

Identified control points and proper HACCP limits for new processes.

Developed Six Sigma Culture: Trained and Certified 3 Black Belts in first 6 months impacted productivity by

68% of entitlement.

Taught Six Sigma training series for Senior Management and Support Personnel.

Taught frontline leadership training to improve Change Management Skills and created organizational

development plan.

Improve supplier delivery and quality performance by facilitating cross organizational team. Impacted

productivity by 52%.

Reduced warehouse space 40% by improving storage and operating systems through incorporation of lean

concepts and tools.

Director of Quality, Tower Tech Systems – Manitowoc, Wisconsin 2008 - 2009

Define strategy for and develop, execute, and manage a comprehensive Quality Management System as it relates to

product quality development, communication with customers, internal process improvement, and supplier

development in accordance with corporate goals.

Selected Contributions:

Lead Quality Organization for two sites (built 2 new facilities)

Created and Implemented Corporate Quality Management System that passed audits by all customers and

potential customers and Tower Tech Status has been raised to “preferred status”.

Developed and Implemented Contract and Product Development Processes to insure improved initial quality.

Quote development cycle time has been improved reduced by 50%.

Established and Implemented Single Point of Contact to improve Customer Communication Process and

improve Tower Tech responsiveness to customer needs and product requirements. Customer surveys indicate

that this gives Tower Tech a strategic advantage.

Engineered and Implemented Supplier Qualification Process that featured a supplier self -survey and audit

process. Suppliers have been audited and continuous improvement efforts have been introduced and

implemented.

Work with Senior Management in the Development of KPIs and the use of Dashboards for monitoring

progress and driving improvements. Rework hours were reduced by 80% in the last 5 months of 2008.

Senior Quality Engineer, Harley Davidson Motor Company – Kansas City, Missouri 2000 - 2008

Facilitated a team environment through coaching and mentoring techniques to carry out a full range of quality

functions. Ensured the effective implementation of the Quality Management System throughout the life cycle of the

product. Introduced and implemented initiatives to drive continuous improvement throughout the business process.

Selected Contribution:

Mentor and Coach 3 Engineers, 3 Non-Traditionals and 23 Hourly Employees in continuous improvement

processes and overall product quality. Improved out of box by 23% and improved process efficiency by 12%.

Organized the Corporate SPC Council comprised of members from all sites and lead the implementation of

enterprise SPC/data collection system which contributed to over 1 million dollars savings.

Made technical presentations to all levels. Developed and conducted SPC Training for trainers, operators and

all levels of management.

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DARRYL BENSON, CM, CSSBB Page Two

Professional Experience Continued

Monitored internal PPAP process and promoted daily process verification through completion of PFMEA,

Control Plan, Process Parameter Control, Capability Studies, and Gauging Strategies. This improve initial

product quality and reduced the need for 1 prototype build which reduce a week in Process Development

Cycle.

Inspection Supervisor / Senior Quality Engineer, Teledyne Continental Motors – Mobile, Alabama 1998 - 2000

Supervised inspection staff for 24 hour seven day a week operation. Ensured gauging was repeatable and

reproducible. Initiate continuous improvement efforts through the use of statistical analysis.

Selected Contribution:

Implemented cylinder testing and balancing improvements that increased throughput by 100%.

Updated Gauging to obtain acceptable Gage Repeatability and Reproducibility and improved ergonomics

which reduced absenteeism due to injury by 10%.

Product Quality Engineer, AlliedSignal AES – Rocky Mount, North Carolina 1996 - 1998

Ensured improvement and effectiveness of Quality Management System through conducting internal ISO audits.

Served as single point of contact for customer. Maintained internal source inspector status to ensure product quality

and integrity. Conducted Engineering Change and MRB reviews for proper disposition of materials.

Selected Contribution:

Improved test bench and engine correlation by conducting designed experiments. Drove customer return rate

down over 60%

Reduced delivery cycle time down by 20% by maintaining internal source inspector status.

Senior Manufacturing Engineer, Lockheed Martin Aeronautical Systems – Marietta, Georgia 1986 - 1996

Introduced and implemented Total Quality Management into the business process. Lead and facilitated

multifunctional teams to drive continuous improvement into manufacturing and service processes. Thought the use of

statistical methods for decision making. Implemented Statistical Process Control in machining and fabrication

processes. Created laser laboratory to conduct development projects in nondestructive testing and laser related

improvement projects.

Selected Contribution:

Designed and directed statistically based experiments, key process measurements, data collection and created

statistical analysis of processes. Resulted in reduction of machining time and nonconformances.

Developed laser bonding techniques for thermoplastics and tool refurbishment. This resulted in a savings in

tooling cost.

Developed Holographic techniques for Nondestructive Testing. Patients applications were submitted for fiber

optic coupling.

R E L E VA N T E X P E R I E N C E

Adjunct Faculty (Part Time), Lord Fairfax Community College – Middletown, Virginia 2012 – Present

Partner with clients to improve the flow of their product, service and business. Through the partnership, the client

aligns core functions, the many supporting processes, systems and resources that are used to provide value to the

customer by creating flow.

Selected Contributions:

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Introduced lean concepts into the customer service process through the use of Kaizen methodologies.

Introduced lean concepts and improvements of a clients manufacturing process.

Developed and introduced a learning series that builds a culture around performance excellence.

Project Specialist (Part Time), Vendor Surveillance Corporation – Kansas City, Missouri 2009 - 2012

Examine and verify purchased products at the supplier facility to validate conformance to all customer requirements

utilizing AS9102, ANSI 14.5 and ASME Y14.41. Assess suppliers’ systems, processes and/or products to standards,

specifications, contractual requirements per AS9000.

Selected Contributions:

Through system audits, ensured proper deployment of supplier’s quality management System.

Ensured the effectiveness of supplier’s processes and product to meet the customer’s specifications.

STAR Faculty Member (Part Time), University of Phoenix – Kansas City, Missouri 2002 - 2008

Taught various courses in Business and Management program at undergraduate and graduate levels. Conducted audits,

coached and mentored instructors by stressing student achievement through modification of teaching techniques.

Taught assigned classes in accordance with current course outlines. Reviewed and updated course outlines and syllabi.

Proposed and developed new courses as appropriate. Modified curriculum and/or teaching style based on assessment

results and professional development experiences. Documented modifications based on assessment results.

Courses Taught:

Organizational Behavior

Management Theory

Critical Thinking

Operations Management

Quality and Productivity

Management and Supervision

Project Management

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