Quality Control

James W. Couch

** ****** ***** **. ******, KY ***44 606-***-****, 606-***-**** **********@**********.***

Summary of Qualification

A results-oriented, visionary leader with a strong background in Lean Six Sigma, Total Quality Management, and

Toyota Production Systems. A Change Agent possessing a strong sense of purpose and mission with vast experience

leading multiple levels of the organization to produce KPI outputs while improving bottom line results. A Certified

Lean Six Sigma Black belt with a strong reputation & superior record for delivering “best in class” results by utilizing

a variety of dynamic leadership & problem solving skills.

Core Competencies

• • • Regulatory Compliance

Project Management Communication/Presentation

• • • PPAP/ Project Launch

Strategic Planning Die Cast Troubleshooting

• • • Cost Reduction/Kaizen

Coaching/Training/Mentoring Leadership/Team Building

• • • CAR Management

Problem Solving (DMAIC) FEMA/Control Plans

• • • Software Proficiency

Lean/Six Sigma Methodology TPS/Customer Relations

• •

Performance Management Human Resource Management

Professional Experience

Aisin Automotive Castings, LLC London, KY

Assistant Manager-Quality (Departmental)- CSSBB 2012~Current

Responsibilities

• Currently Managing (25) Professional Staff members and (125) Team Members, including members from

Quality Control, Quality Engineering, Calibration, Metrology, TS/ISO.

• Develop the annual business plan while utilizing a balanced scorecard approach to achieving departmental

results.

• Lead Lean Six Sigma Black Belt projects while utilizing Lean/Six Sigma DMAIC & PDCA

Methodologies.

• Develop continuous improvement plans while identifying key performance indicators, improvement

strategy/activities, and dashboard reports for KPI output monitoring.

• Implemented an innovative employee performance management system designed to optimize team

member performance. Emphasis on timely feedback, development plans, and achieving key performance

indicator milestones.

• Apply Lean/Six Sigma Methodologies to improve organizational key performance indicator efficiencies.

Utilized the following Lean/Six Sigma techniques: DMAIC/PDCA, IPO diagrams, Design on Experiment

(DOE), PFMEA, Flow charts, Xbar/R charts, 5-why/fishbone analysis.

• Develop associate training programs (all levels within the department) to facilitate professional growth and

improvement including course development and instruction for the following disciplines: Leadership,

Effective Communication, Geometric Dimensioning & Tolernacing, Statistical Process Control,

TPS/TQM/Six Sigma Training, Quality Systems, Effective Decision Making, Problem Solving, Employee

Performance Management, & Die Cast Defect Analysis Training.

• Financial Management Responsibility. Responsible for developing the annual budget including achieving

cost down targets.

• Strategic planning by implementing medium to long terms plans, vision, and missions.

• Management and oversight of the company Corrective Action program for both internal and external

(customer) quality problems.

• Human Resource Management including: the hiring process (employee search, screening & selection),

Staffing plans for new projects, performance management plans, employee training and development,

employee promotion, & all aspects of discipline including coaching, counseling, and corrective action.

Achievements

• Reduced annual labor costs by 35% ($1,500,000 annually) through identification and elimination of

MUDA- non value-add rework, and inspection.

• Led scrap reduction activities (Cabbage Patch) resulting in $500,000 annual savings.

• Developed Balanced Score Card approach to monitoring, managing, and improving key performance

indicators resulting in significant departmental performance improvements in the following areas: Safety,

internal quality gate breaks, customer quality performance, Team Member morale, Team Member skill

scores, standardized work, & absenteeism.

• Implemented a Team Member attendance tracking & feedback system resulting in a 50% improvement in

Team Member attendance through goal/ milestone setting, recognition, & corrective action systems.

• Consistently receive “Outstanding” annual performance review scores

Assistant Manager- Quality Engineering 2010~2012

Responsibilities

• Managed (15) Professional Staff Member (Quality Engineering Department)

• Responsible for developing the annual business plan while utilizing a balanced scorecard approach to

achieving departmental results

• Responsible for leading problem solving/continuous improvement projects utilizing DMAIC & PDCA

Methodologies

• Monitored all Quality Engineering Corrective Action activities including both internal and customer

based CARs.

• Project lead for multiple new product launches in including:

o Aisin Warner of North Carolina M200 Transmission Components Projects- Large Die Cast

components (Annual Sales of $40,000,000).

o Aisin Drive Train/Chrysler A467 Transmission Project- Large Die Cast components (Annual

Sales of $15,000,000)

• All aspects of Human Resource Management including: all aspects of the hiring process (employee

search, screening & selection), Staffing plans for new projects, performance management plans,

employee training and development, employee promotion, & all aspects of discipline including coaching,

counseling, and corrective action.

Achievements

• Successful launch of large scale Die Casting project launches at OEM level- Aisin Warner of North

Carolina, Chrysler Motors, Aisin Drivetrain of Indiana.

• Reduction in customer (OEM) quality claims by 65% annually. (TMMK, TMMWV, TMMAL, AWNC).

• Reduction in customer (OEM) ppm rate by 45% annually.

• Successful development of new Corrective Action Tracking system, utilized cross functionally reducing

problem solving/corrective action lead time by 50%

• Developed new tooling (dies) customer approval process reducing die approval lead time by 50%.

Reduction in new tooling lead time was partially responsible for 25% improvement in manufacturing

operational availability (efficiency).

• Developed Customer Base Dashboard Key Performance Indicator tracking system leading to improved

visual management and communication of key customer deliverables.

• Promotion to Departmental Assistant Manager.

Senior Quality Engineer 2007~2010

Responsibilities

• Managed all Quality Engineers, Engineering Technicians, & Quality Resident Engineers

• Responsible for interfacing with the OEM customer base including identify VOC CTQ’s, developing

customer inspection standards.

• Liaised with OEM customer window person to develop improvement plans, corrective action, & key

project information.

• Led internal scrap reduction activities (cabbage patch method).

• Developed A3 reports for corrective action associated with both internal and external quality problems.

• Launched multiple new projects w/ the following customers: TMMK, TMMWV, TMMAL, AWNC.

Achievements

• Reduced customer ppm rate by 35% on key projects.

• Reduced customer quality claims by 50% on key projects.

• Promotion to Quality Engineering Assistant Manager

Quality Engineer 2002~2007

Responsibilities

• Responsible for interfacing with the OEM customer base including identify VOC CTQ’s, developing

customer inspection standards.

• Liaised with OEM customer window person to develop improvement plans, corrective action, & key

project information.

• Led internal scrap reduction activities (cabbage patch method).

• Developed A3 reports for corrective action associated with both internal and external quality problems.

• Launched multiple new projects w/ the following customers: TMMK, TMMWV, TMMAL, AWNC.

• Career Advancement Course Instructor

• Promotion to Senior Quality Engineer

Achievements

• Developed several Career Advancement courses including: Statistical Process Control (SPC), Problem

Solving, Geometric Dimension & Tolerancing (GD&T), Blue Print Reading, Measurement System

Analysis (MSA), TPS/TQM/Six Sigma.

• Reduced customer ppm rate by 30% on key projects.

• Reduced customer quality claims by 40% on key projects.

Quality Control Supervisor 2000~2002

Responsibilities

• Supervised (4) Team Leaders, (2) CMM Specialists, (1) Calibration Specialist.

• Administered annual employee performance evaluations.

• Administered employee discipline including coaching, counseling, and corrective action.

• Monitored all aspects of Safety including conformance, audit, and corrective action.

• Developed monthly KPI (Key Performance Indicator) reports

• Led problem solving activity for both internal and external quality problems.

• Responsible for administrative duties including: scheduling, reporting, communicating, documentation.

• Oversight of 5S program

Achievements

• Promotion to Quality Engineer

Quality Control Team Leader 1999~2000

Responsibilities

• Assisted Supervisor in coordinating all activities within the Quality department.

• Manpower allocation

• Safety conformance (PPE, standard work)

• Audit & monitoring of Standardized work (Team Members)

• Administrative duties including: scheduling, documentation, data entry, reporting

• Led Quality Circle activities

• Audit & monitor 5S activities

Achievements

• Promotion to Quality Control Supervisor

Quality Control Team Member 1998~1999

Responsibilities

• Performing standardized work

• Operating lab instrumentation (calipers, micrometers, CMM, Roundcom, Surfcom, CT scanner)

• Performing 5S activities

• Performing Safety & Environmental Audit

• Participated in Quality Circle activity

• Participated in problem solving/corrective action

Achievements

• Promotion to Quality Control Team Leader

Toyota Motor Manufacturing of Kentucky (TMMK), Georgetown, Kentucky

Production Team Member- Powertrain 1995~1998

Responsibilities

• Performing standardized work

• Performing 5S activities

• Performing Safety & Environmental Audit

• Participated in Quality Circle activity

• Participated in problem solving/corrective action

McCoy & McCoy Environmental, Inc. Lexington, KY

Project Manager- Environmental & Safety 1990~1995

Responsibilities

• Managed multi-million dollar environmental cleanup projects (Ashland Petroleum)

• Environmental & Safety Training

Achievements

• Received “Employee of the Year” award- (1997)

Education/Professional Development

Villanova University Certified Lean Six Sigma Black Belt 2014

Eastern Kentucky University Master of Science, Industrial Engineering- 2008

Phi Kappa Phi (Academic Honors)

Eastern Kentucky University Bachelor of Business Administration 2005

Professional Training

Lean Six Sigma Black Belt Training Villanova University, 2013

Die Casting Cooling & Lubricants Certification NADCA, 2013

Die Casting Defect Analysis Certification NADCA, 2013

Die Casting Process Control Certification NADCA, 2012

Metallurgy of Die Cast Aluminum Allows Certification NADCA, 2012

Geometric Dimension & Tolerancing Accredited Training-2006

Management Advancement Training Accredited Training-2006

Super-Supervisor Training Accredited Training-2002

AAC Career Advancement Training- Supervisor (all courses) 2001

AAC Career Advancement Training- Team Leader (all courses) 1999

Software Proficiencies

Advanced Microsoft Excel

Microsoft Access

Microsoft Word Perfect

PowerPoint

Q1 Macros (SPC)

SPC-Excel

Visio

AutoCAD

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