Manager Quality
Resume:
JODI A. DAHLBERG
**** ***** ***. ********, ** ***86
**********@*****.***
OBJECTIVE: To utilize the experience and knowledge that I have acquired within multiple business environments to obtain a challenging position within a progressive company.
WORK EXPERIENCE
July, 2014 – March, 2015 Martinrea, Inc. (Stamping and Welding)
Plant Quality Manager
Oversight of daily operations for 3 shifts including meeting customer requirements, audits, project management and production. Implemented TS16949 and Q1 in plant.
Lead for 8D training and coordination in the plants.
Management for a team of 62 employees (Engineers, Technicians, Supervisors and Inspectors).
Responsible for all tracking, monitoring and improvement projects for plant operations and customer business including fast response, Six Sigma integration of projects and continuous improvement projects.
January, 2013 – July, 2014 Brembo, NA. (Caliper and Corner Assembly)
Plant Quality Manager
Took the facility from a Greenfiled to TS certified, QSB, VDA and Q1 certified.
Oversight of daily operations for 3 shifts including meeting customer requirements, audits, project management and production. Implemented TS16949 and Q1 in plant.
Liaison for Italy business in North America.
Lead for 8D training and coordination in the plants.
Management for a team of 8 engineers and technicians.
Responsible for all tracking, monitoring and improvement projects for plant operations and customer business including fast response, Six Sigma integration of projects and continuous improvement projects.
July 2011 – January, 2013 Tenneco, Inc. (Emission Controls Division)
Divisional GM Quality Manager
Responsible for all GM launches across 6 plants in Canada and United States. Also coordination of 3 global programs with China, India, Korea and Germany.
Oversight of daily issues with all plants for GM business. Main conduit for all engineering and quality information for current and future programs between GM and the plants.
Implementation of nationwide Process Control Program including electronic tracking, integration and communication.
Lead for 8D training and coordination in the plants.
Responsible for all corporate presentations for GM business to GM and Internal management.
Responsible for all tracking, monitoring and improvement projects for GM business including fast response, Six Sigma integration of projects and continuous improvement projects.
May 2006 – June 2010 Eaton Corp. (Aerospace Conveyance System Division)
December 2009 – June 2010
Quality Manager
Responsible for 3 business unit quality issues and customer coordination.
Oversight of 12 distribution site approval, quality systems and auditing to FAA and AS9100 compliance.
Responsible for infrastructure redesign to create integrated quality. Integrated in-process inspection and quality tracking improvements.
Reporting structure including 62 employees in Engineering, inspection, supplier quality compliance control and customer communication
Re-instituted a quality system and within 5 months took 365 corrective actions down to 54, managed all on sight customer engineers from the building with confidence in new system.
Lead for quality integration of Mexican facility.
October 2007 – December 2009
Divisional Customer Service Manager
Responsible for 4 plants front end order management and coordination
Managed pricing department with a quoting and negotiation flow of 52 quotes per week and 5 LTA/RFP per week.
Responsible for intake tracking and management for a $25 million dollar business.
Reporting structure including 62 employees for contracts, order entry, Customer Account Management and pricing.
Initiated first standard operating procedures for department including implementation of Seibel software client.
Project manager of three transitioned businesses into my department from closing facilities.
Initiation of co-location work force with Program Management/SCM and Customer Service to improve information flow and process improvement.
May 2006 – October 2007
Divisional Quality Engineer
Responsible for ELS integration and audits within the division.
Assumed the responsibility for customer communication and approval from top 50 customers for Tijuana Integration.
Initiated Tijuana receiving cell, implemented metrics and tracking for plant communication and quality issues.
Orchestrated effective RMA system to ensure timely returns and ordering.
Created and orchestrated tracking mechanisms for customer part tracking and approvals.
Lead Airbus A380 Kevlar hose issue. Implemented new measuring device and standard for process.
Brought Distributor Audit program up-to-date, implemented QOS tracking to audit check list.
February 2005 – May 2006 AccuSpec Electronic Services Inc. (Electronic Board Construction)
Director Engineering and Quality
Introduced assembly lines into through-hole area. Improved quality and increased through put.
Responsible for $1.5 million dollars in new equipment procurement.
Introduced Kanban material control on the floor.
Implemented a project engineering lead for all new programs. Decreased prototype reject rate from 65% to 0%.
Increased floor space in entire shop by 35% with lean manufacturing continuous flow.
Designed and implemented database management for training and machine operation issues.
Initiated solder training program, crimping training program and decreased quality rejects by 20%
Created Hold and Engineering change notification process. Improved system to include Engineering support to ensure machine and process improvements.
Initiated automated machine usage for component prep area to decrease quality issues and improve through put.
Leader of 8 process improvement teams to address quality and processing issues throughout the building.
July 2004 – February 2005
Director Special Projects
Improved Receiving flow and floor layout. Increased available space by 30%.
Increased Receiving output by 40% without additional employees.
Improved warehouse output by 35% by initiating a new job classification and was able to decrease head count by two.
Introduced one piece flow to Vitamix line. Decreased manufacturing time from 12 minutes per unit to 5 minutes per unit saving the company $85,000 per year.
December 2003 – July 2004 Eaton, Corp. (Automotive Specialty Controls Division)
Divisional Quality Manager
Responsible for Quality and Lean Manufacturing operations in 7 plants: Monaco; Montfort, Nederlands; Pyntuck, Korea; Manor Hamilton, Ireland; Three Rivers, MI; Reynosa, Mexico; Rochelle, IL.
Primary responsibility is to coordinate and improve customer communication from the plants.
Set up a world wide, fast response Engineering Team to address customer issues.
Development of communication network for plants to share customer concerns through centralized database.
Developed Customer Quality Engineering position to ensure corrective action at the plants and coordination with the customers.
Development of cross-divisional processes to prepare for EBE certification.
Responsible for TS implementation across all 7 plants.
Improvement of customer scorecards 30% in first 6 months. Turned around a customer ready to de-source Eaton for quality issues. Improved plant communication and responsiveness.
Co-lead in moving $100,000,000 Fuel Vapor Business to Reynosa, Mexico.
Initiate requirement that all Quality professionals must be at least a Six Sigma Green Belt.
January 2000 – December 2003 (Fuel Systems Management, Design and Assembly)
Quality & Operational Excellence Manager
Responsible for ongoing improvement and implementation of Eaton Lean System-8 program.
Realized $1.1 million in Quality Department re-organization with Lean Quality Engineering. $450,000 to the bottom line savings.
Drove Supplier PPM from 2,560 in 2002 to 1041 in 2003 with a record month for the plant of 230 PPM for February.
Lead for Green Belt project that realized a savings of $68,000 annually.
Supervised 24 professional and 6 hourly.
Responsible for ongoing support to QS9000, QOS, Q1 requirements and ELS and EBS audits.
Department responsible for Supplier Quality, Plant Quality and Customer Quality.
Maintained a 10-PPM rating for in-house quality.
Implemented VSM, Pull, Continuous Flow, Standardized Work and Constraint management in the facility with an annualized savings of $1.7 million with a goal and responsibility of $4 million this year.
Initiated first Quality Databases to track, trend and assess plant performance in operations.
Created and implemented productivity studies to show center effectiveness.
Part of Eaton’s Operational Excellence Team. Objective is to drive continuous improvement and cost out without sacrificing quality or productivity.
Senior Quality Engineer
100% on time evaluation of control plans and quality documentation. Took NCNs from 4 per year to zero.
Set up Advance Quality Engineering position to ensure quality in the design prior to launch and approval from the customer. Supervised 4 Engineers and 2 Quality Technicians.
Implemented Disposition Data base to track inconsistencies on the floor. Now used by Manufacturing Engineering to select proactive improvement projects.
March, 1999 – October, 1999 Credit Counseling Center, Farmington Hills, MI (Debt Repayment)
Director of Quality Assurance
September, 1997 – February 1999 Ancor Information Management, Troy, MI (Tier One Supplier and Quality Systems Manager Marketing Fulfillment)
May 1996– September, 1997 CDI/Modern Engineering, (Contract employment, prototype builds, design and North Central Quality Manager Tier One Supplier)
In-Client ISO 9000 Management Representative
In-Client ISO 9000 Coordinator
EDUCATION
Eastern Michigan University, MBA with Quality Management Specialty. Not yet completed
Penn State University, The Behrend College, BA/English Literature Specializing in Technical Writing, 1991
CONTINUING EDUCATION
Bradstreet Management Training and Employee Relationships FMEA, Control Plan & Process Control Training
Dun & Bradstreet Stress Solutions for Female Executives QOS & QSA-S Training
Stat-A-Matrix - Introduction to ISO 9000 8-D Problem Solving
Stat-A-Matrix - ISO 9000 Lead Auditor Training Quality Function Deployment
SAE International FMEA Team Leadership Six-Sigma Green Belt
Value Stream Mapping Pull System
Error Proofing Executive Management Leadership Training
Positive Management Leadership
REFERENCES UPON REQUEST
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