Quality Assurance Manager

William E. Kendricks

*** ********** *****

407-***-**** Cell

Thomasville, GA 31757

**********@***.***

EDUCATION

- University of Toledo; Toledo, Ohio.

Bachelor of Science in Industrial Engineering, June 1990.

- Ohio Board of Registration; Columbus, Ohio.

E.I.T. (Engineer-In-Training) certified, June 1990.

- H.B. Maynard and Company, Inc.; Pittsburgh, PA.

M.O.S.T. certified, May 1993.

- Ito University; United Technologies Corporation; East Hartford, Conn.

Achieving Competitive Excellence (ACE) certification, July 1997.

- GE 6-Sigma Training; Fort Wayne, IN.

6-Sigma Black Belt certification, Nov. 1998

- ASQ Certified Quality Engineer; Orlando, FL

CQE certification; Dec, 2008

- ASQ Certified Manager of Quality / Organizational Excellence training;

Orlando, FL

CMQ/OE certification; will certify in 2014

EXPERIENCE

Oil-Dri Corporation of America

06/2011 - Present

Director, Quality Assurance & Engineering

Oil=Dri, Ochlocknee, GA

11/2012 -

Present

Oil-Dri is a leading developer, manufacturer and marketer of products for

consumer (Cat litter), industrial and automotive (Floor absorbents),

agricultural, sports fields and fluids purification markets. Oil-Dri is

headquartered in Chicago, IL and operates an extensive research and

development program from its laboratory campus in Vernon Hills, IL. In

addition, the company has seven manufacturing facilities in North America

and a plant in the United Kingdom.

Achievement and Responsibilities:

-All responsibilities of the Director, Process Improvement position, plus:

-Created the Quality Assurance department, which includes all staffing and

training needs. Direct/manage a Corporate Quality Assurance Manager, three

(3) Quality Assurance Analysts, and three (3) Quality Assurance Associates.

-Technical leadership of the Process Improvement Engineers and Coordinators

through the organization.

-Lead the Corporate Engineering department. This includes a Sr. Designer,

four (4) Sr. Project Engineers, and an Engineering Intern. This team lead

the major equipment implementation for the company, responsible for all

locations.

-Leading the team that will implement an electronic QMS for Oil-Dri. This

will include Document Control (procedures, work instructions, forms,

records, specifications, etc Nonconformance tracking, Corrective

Action/Preventive Action (CAPA), Customer Satisfaction/Complaints, Employee

Training, Project Management, Audits, Change Management, etc...

Director, Process Improvement

Oil=Dri, Ochlocknee, GA

06/2011 -

11/2012

Achievement and Responsibilities:

- Report directly to the Vice President of Manufacturing and part of Senior

Leadership. Report out progress of the Continuous Improvement journey to

Senior Leadership and the Board of Directors.

-Created and developed the Continuous Improvement program for all of Oil-

Dri. This included the development of a Quality Management System (QMS)

called All-In-Quality (AIQ). The QMS is focused on Safety first, Quality

Always, Improvement Continuously, with the results including improved on-

time delivery, cost elimination/reduction, and the engagement of all

teammates in the company, at all levels.

-Created/revised the Quality Manual, Quality Plan, procedures, work

instructions and forms.

-Created and started implementation of the Continuous Improvement Tools

through the organization. This includes 5S, Process Mapping, Visual at a

Glance boards, Kaizen Events, TPM, Setup Reduction, Quality Clinic Process

Charting (QCPC), etc...

-Created and started implementation of the Quality Tools through the

organization. These include Process pFMEA, Measurement System Analysis,

Root Cause Analysis (5-Why, Fishbone, C&E Diagrams, etc Process

Capability Methods, etc...

-Improvement of the Supplier Quality & Development program.

-Responsible for the programs to achieve ISO 9001 (2 plants + 1 toll

processor), HACCP (3 plants), and FAMI-QS (2 plants) certifications

-Directed and organized the Internal Audit programs and External Audits to

maintain certifications.

Mitsubishi Power Systems America, Inc.

05/2007 - 06/2011

Senior Manager, Quality Assurance & Process Improvement

Power Generation Services, Orlando, FL

01/2009 - 06/2011

MPSA-PGS supports the major power utilities across the US, Mexico, Canada,

South America, and the Caribbean. We provide Gas and Steam Turbine parts

and services. MPSA-PGS consist of two (2) manufacturing and repair

facilities in Orlando, one facility in Houston, a new facility in Savannah,

GA, and just broke ground for a wind turbine manufacturing facility in Fort

Smith, AR.

Achievement and Responsibilities:

-Report directly to the Senior Vice President of Service and Manufacturing

and part of PGS Senior Staff.

-Direct/manage two (2) Quality Managers (Orlando and Savannah), eight (8)

Quality Engineers, three (3) Process Improvement Engineers, Quality

Supervisor, three (3) Metallurgy Lab personnel, and eight (8) Hourly

associates.

-Led the effort of achieving the certification for the Orlando

Manufacturing facility in 2009 and currently in the process of certifying

the Savannah, GA facility before the end of 2010.

-Lead and participated in teams to develop Quality databases in SharePoint.

These include a NCR/CAR tracking, Supplier Quality metrics and tracking,

Request For Information process, the Process Improvement database (3-

Diamonds program), PGS Business Metrics, and others.

-Manage the effort to convert paper records to electronic format and

establishing retention periods.

-Developed and manage the Process Improvement program. This consists of

creating the training material and execution of 6S, QCPC, Setup Reduction,

TPM, and Process Mapping.

Manager, Quality Assurance

Power Generation Services, Orlando, FL

05/2007 - 01/2009

Achievement and Responsibilities:

-Report directly to the Vice President of Service and Manufacturing

Operations and part of PGS Senior Staff.

-Lead and maintain the ISO 9001 registration and achieved revision 2008

certification for the Orlando Service Center and Houston facility.

-Create/revise the Quality Manual, PGS Quality Plan, quality procedures,

work instructions and forms.

-Created and implemented Quality Tools through the organization. These

include Process pFMEA, Measurement System Analysis, Root Cause Analysis (5-

Why, Fishbone, C&E Diagrams, etc Process Capability Methods, etc...

-Develop and manage the Supplier/Vendor Quality & Development program.

This includes using the AIAG standard as a guide for supplier quality

acceptance. Part of this initiative was the development of an Incoming

Inspection department.

-Direct and organize the Internal Audit programs and External Audits

through Lloyds Registrar Quality Assurance.

-Had full authority to stop work when a critical nonconformance is not

corrected to established criteria, and have authority/responsibility to

remove suppliers from the PGS Approved Supplier List when suppliers are

negligent in meeting PGS contractual Quality requirements.

Eaton Corporation

01/2005 - 05/2007

Manager, Quality Assurance

Eaton Electrical/Cutler Hammer, Lincoln, IL

01/2005 - 05/2007

Eaton Electrical produces electrical distribution products for residential

and commercial applications. This facility is approximately 400,000 sq.

ft. with 800 union-represented employees. I also have the Quality

responsibility for two other facilities. One is located in Las Piedres, PR

and the other is in Haina, DR.

Achievement and Responsibilities:

-Reported directly to the General Manager and part of the Senior Leadership

Team.

-Directed quality assurance engineering, product testing and inspection

functions.

-Lead the ISO9001, UL and CSA certifications.

-Managed the Eaton Quality System at the facility. This included the

Management Review process, Engineering Change Control, Supplier Quality

Management, PPAP/FAI, Process Control Plans, Measurement Systems Analysis,

Process Capability Methods, Corrective and Preventive Action (8D), and

Control of Nonconforming Material.

-Worked closely with New Product Design and Development to reduce or

eliminate potential process problems with the introduction of new or

redesigned product.

-Lead the Six Sigma program for the facility. There were (18) trained

Greenbelts and (1) trained Blackbelt. We had (7) Greenbelts certify in

2006.

-Worked with the Lean group for implementation of the lean tools and

processes. I was the Champion of Error-Proofing for the facility. We had

(6) assembly lines Error-proof certified in 2006. Also, used Error Proof

methods in the fabrication area to eliminate variation of part quality

through the shears, brakes and presses.

-Integral part of the annual Strategic and Profit Planning sessions at the

facility.

-The facility in 2006 set records for Eaton Electrical in Supplier PPM (245

PPM), Cost of Non Conformance % of net Sales, (CONC%=1.06%) and Warranty as

a % of net Sales (0.21%).

Wabash National Corporation

07/2003 - 12/2004

Director, Quality and Continuous Improvement

Wabash National Trailer Centers, Lafayette, IN

07/2003 - 12/2004

Wabash National Corporation (WNC) is one of the largest manufacturers of

semi-trailers in the US. Wabash National Trailer Centers (WNTC) is the

Retail division of the corporation. WNTC consists of nineteen (19)

Branches across the US and Canada. Each Branch sells new & used trailers,

sells replacement parts for the trailers, and performs service or

maintenance on all types of trailers.

Achievement and Responsibilities:

-Reported directly to the Senior Vice President/COO of WNC and was part of

the senior staff.

-Created the Continuous Improvement & Quality departments for WNTC. The

departments did not exist for this division when I started. This included

hiring and training of personnel.

-Developed a Continuous Improvement (CI) program for WNTC. This program

consists of tools to help WNTC reach Excellence in the trailer industry.

Some of the tools are 5S, Total Productive Maintenance (TPM), Setup

Reduction, Relentless Root Cause Analysis (RRCA), Error-Proofing, etc.

-Traveled 75-90% of the time to implement the Quality & CI initiatives at

all nineteen (19) Branches, across the US and Canada.

-Created cross-functional teams to eliminate the "non-value added" steps in

the WNTC processes.

-Training of employees on safer and more efficient ways to perform their

assigned roles, both administrative and hourly.

United Technologies Company

07/1996 - 07/2003

Manager, Operational Excellence

Pratt & Whitney, Indianapolis, IN

07/2001-

07/2003

Assigned to International Aerospace Tubes, LLC. A Pratt & Whitney majority-

owned company that is an OEM and Repair facility of jet engine parts for

America Airlines, Delta, Rolls-Royce, Japan Airlines, P&W Florida (Space

Shuttle Engines), P&W Canada, KLM, Korean Airlines, and approximately 50

others. This is an 110,000 sq. ft., non-union facility. There are a total

of 174 employees.

Achievement and Responsibilities:

-Reported directly to the General Manager and part of the Senior Management

team.

-Lead Operations, which includes Business Units, Materials, Engineering,

Quality, and HR.

-Managed the Continuous Improvement dept., Environmental, Health, & Safety

dept., Maintenance (facility and Operations), Facility Layout and Design,

Cellular Development and the ISO9001/AS9001:2000 documentation.

-Responsible for the P&L of Operations; including budgets and capital

appropriations.

-Manager of the Cost Reduction team, Suggestion Committee, Ergonomics and

Machine-Guarding.

-Co-manager of the Training program.

-Facilitated the team that successfully got IAT to ACE "Qualifying" level

of continuous improvement within the shortest time ever in the history of

Pratt & Whitney. The time was 9 months. IAT was recognized throughout

United Technologies for this accomplishment.

-Segregated the facility into three Operational Business Units: Repair,

OEM, and Support. Each Business Unit manages its own sales, scheduling,

purchasing, engineering, and customer support.

-Reduced the Repair Business Unit's total TAT from 35 days to 24 days in 6

months. We went from one Repair cell to one Repair cell and 6 Product

family cells. Using the "80/20" rule, I focused a team to create cells for

the top 20% of our customers that is giving us 80% of our business.

Currently, all of these cells have a 95% OTD or better, less than 21 days

TAT, 0.1% scrap & rework, and uses the true Demand Flow cellular concept.

-Recognized as one of Pratt & Whitney's top management employees for the

achievements made by IAT in 2001.

Manager, Continuous Improvement

01/2001-07/2001

Pratt & Whitney, Indianapolis, IN

Achievement and Responsibilities:

-Reported directly to the General Manager.

-Lead continuous improvement activities for all Operations and

Administration, using ACE (Achieving Competitive Excellence), kaizen

initiatives, and principles from Mr. Yuzuro Ito.

-Lead facilities team in setting up facility at the beginning of the joint

venture. The team started with an empty building and installed all the

electric, plumbing, air system, different process gases, offices, and data

lines with $3,000,000 budget and a 3-month completion time. Project was

completed within 70-days and for under $2,000,000

-Lead CI Coordinator and ACE pilots in setting up process cells that will

achieve 35 day turn-times to the customers or less. This included a Repair

cell, OEM cell, Tube forming and trim, Fixture/tooling build, Furnace

braze, and Plasma coating.

-Lead kaizen events for waste elimination and process improvement in

Operations, Quality, Engineering, Sales, and Finance.

-Trained all salary and hourly on the 10 elements of ACE, which is QCPC,

Relentless Root Cause Analysis, Mistake-Proofing, 5S, Total Productive

Maintenance, Process Management and Certification, Setup Reduction,

Standard Work, Passport, and Market Feedback Analysis.

Senior Production Engineer

07/1996-

01/2001

Carrier Corporation, Indianapolis, IN

Carrier produces heating, ventilation, and air conditioner products. The

Indianapolis facility is considered the "Gas Furnace Capital of the World."

This facility is also the world's largest manufacturer of Fan Coils.

Achievement and Responsibilities:

-Project Leader in several improvement activities in the Fan Coil

department. One of these was the elimination of Freon in the facility and

replaced with helium testing. Major EH&S accomplishment.

-Part of the team that designed and installed the new Fan Coil assembly

lines.

-Introduce new capitol equipment into the facility that will improve the

process, reduce manpower, and improve production efficiency. This included

tube benders, presses, test equipment, production tools, and safety

equipment.

-Troubleshoot and maintain the equipment in the Coil Shop area and the 3-92

person Fan Coil assembly lines.

-Assist in the management of the ISO 9001 documentations. This included

writing operating procedures for the assembly process.

-Lead and participated in QCPC (Quality Clinic Process Charting)

initiatives to find the root cause of manufacturing problems and correct

them, making sure processes are in place to prevent the problems from

happening again.

-Organize and supervise outside contractors, when work is being done in the

facility.

York International Corporation; Elyria, Ohio

11/1991 - 07/1996

Advanced Manufacturing Engineer

04/1992-

07/1996

York manufactures residential heating, ventilation, and air conditioner

products. We went through a total plant re-engineering. I was assigned to

the first of four sub plants, the Cooling Sub plant, and one of my

responsibilities was engineering planning, layout, justification,

installation, and trouble-shooting of capital equipment. Other duties

include:

-Manage all engineering functions for the Cooling Sub plant, which consists

of (8)-fifteen person assembly cells, (4)-three person fabrication cells,

and a focused storeroom that runs on the KANBAN theory.

-Supervise two Manufacturing Engineering Technicians, plan their projects,

determine their goals, and set deadlines for project completion.

-Supervise maintenance staff, which consisted of (2) Journeyman

Millwrights, (2) Millwrights, and (1) Electrician.

-Planned the Cooling Sub plant layout, manpower, and equipment required to

manufacture the product.

-Trained and instructed both salaried and hourly personnel on assembly

methods and procedures.

-Prepared Capital Appropriations for the purchase of new equipment to

improve efficiency and cut manufacturing cost. This included

justification, quotes, writing the appropriation, purchase, and

implementation into the facility.

Production Supervisor

11/1991-04/1992

Some of my responsibilities were:

-Increased efficiency from 85% to 120% within four months.

-Used ergonomics to make the jobs easier and more comfortable. This

resulted in increased production levels.

-Boosted morale by implementing personnel ideas. Employees knew their

ideas did count.

-Organized changeovers to a new or different style product.

-Worked with scheduling, inventory, and production control.

Other Experience

Pinkerton Security, Independence, Ohio

01/1991-11/1991

Security Guard

-Patrolled various properties to prevent theft, vandalism and safety

issues.

Ford Motor Company; Lorain, Ohio

08/1990-12/1990

Manufacturing Engineer

This was a temporary position. Responsibilities were:

-Communicate with the supervisors at the beginning of the shift to find out

total man count, calculate the manpower needed for that day, and either

sent extra operators to different areas or found more operators for that

area.

-Checked the line speed periodically and adjusted it, as needed, to satisfy

both management and the Steelworkers union.

Used the "stopwatch" method to do time studies on the production line. I

would use these studies to find alternative methods, cost reductions, and

assist the other engineers in manpower reductions.

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