Manager Quality

Wayne Bledsoe ********@***********.***

**** *. *** *****, ***********, IN 46176 317-***-**** Cell: 317-***-****

Manager Plant Operations / Quality Assurance - Quality Control

Production & Quality Management / Turnaround Management / Team Building / Lean

Manufacturing /Process Redesign-Reengineering / Statistical Analysis / Automotive Quality Systems

SQA Supplier Development

Quality professional with 25 highly successful years leading companies such as Fortune 500 Dow and United Technologies to world-class quality systems, processes and products. Strong motivator of employees who facilitates, supports, and gets the most out of people. Excellent teacher, trainer and coach who has planned and led five companies to ISO/QS 9000/TS 16949/ISO 14001 status. Certified in all quality systems such as ISO9000, ISO14001, TS16949, KAIZEN, KANBAN, Lean Manufacturing and all the major automotive systems. Developed effective teams and led turnarounds to profitability in multiple plants.

Cut scrap, rework & quality costs 60% for one of the top bearings manufacturers in the U.S.

Took plant from loss to a 20% profit, earning the United Technologies Presidents Award

Increased company profit 8% for a die stamping manufacturer

Led 12 Kaizen projects which took a rubber products manufacturer to “World Class” status

Reduced PPM from 17, 000 to 500 in Steel Processing plant. Low Error Award 2 years straight.

Studied Mechanical Engineering Technology at Purdue University. Certified team leader, facilitator, trainer and auditor in quality systems. Member of the American Society for Quality (ASQ) and the Society of Automotive Engineers (SAE).

Selected Accomplishments

Took plant from 20% loss to the top quality and top profit ranking out of 29 divisional plants at United Technologies. Reorganized the entire quality system and set up operator controlled SPC system. Established employee-involvement teams to create a culture of quality, and sent all personnel to training on how to work as a team. The turnaround took less than one year, and prevented plany closure.

Solved tough engineering problem to meet product launch date. Dow’s new blood test kit had to reach market on schedule. However, glass test vials were breaking when cap was tightened. Rushed to supplier and used D.O.E. techniques to determine the problem. Reengineered the vial thread design to reduce vial/cap torque stress. Received numerous accolades from Dow for getting the product safely to market.

Developed automotive quality systems to maintain Big 3 business. Rubber seal manufacturer needed to implement and pass audits to continue to sell to the Big 3. Trained personnel in systems (Ford Q1, G.M. Mark of Excellence, and Chrysler Panastar) and implemented the systems. Passed the audits in six months by all three automakers and maintained the business.

Obtained QS 9000 certification to keep company in business. Customers at KS Bearings were going to find a new supplier if certification not obtained. Company had no system, documentation or quality orientation. Brought in to change that, drove implementation of the system, wrote 1,000 pages of documentation to establish audit trails, and trained the personnel. Received certification two years ahead of schedule, keeping all customers.

Developed and managed highly successful corrective action/ problem solving teams to save automotive business. Customers put Collins & Aikman on “ Top Focus – Controlled Shipping “ status due to high volume of quality complaints. Assigning teams to each customer, PPM was reduced to 0 for major customers, and company was taken off new business restriction status.

Wayne Bledsoe Page 2

Career History

Faurecia Emissions Control Technologies, Columbus, IN, a multibillion dollar world leader in automotive catalytic converters and exhaust systems. Processes: welding, forming, machining, pipe bending, assembly.

Major customers: Cummins, John Deere, Volvo, Hino industrial exhaust systems.

May 2011 – Present. On contract through Adecco Engineering and Technical as

Supplier Quality Engineer. Contract originally for 6 months. My performance created an open ended contract. Contract ended after 3 years on 8-15-14 due to cost reduction of Contract employees.

Responsible for supply chain quality for over 70 suppliers and 800 part numbers.

Managed Supplier Corrective Action 8D program (QPR/QSS)

Supplier development / program launch

Manage supplier PPAP revalidation process.

Resourced major low quality suppliers.

Manage CS2 supplier containment through 3rd party companies

Review / approve supplier PPAP’s, Corrective Actions, SREA’s.

Maintain supplier print revision control.

Launched Supplier Quality Performance Award Program

80% reduction in supplier quality issues.

Improved production support reaction time on supplier quality issues from hours to 5 minutes.

Responsible for supplier APQP involvement in new model programs.

Stanley Black & Decker, Shelbyville, IN, an $8 billion manufacturer of tools, fasteners, and security systems. Now largest tool maker in the world. Processes: wire draw, fastener forming, staple gun assembly.

Major customers: Johnson Controls, Laz-Y-boy, Ashley furniture, Ford, automotive seats, furniture and mattress assy.

October 2009 – February 2011. Terminated due to downsizing of Quality Manager position, combining with Lean Manager, who came from closing east coast plant, who had more seniority.

Quality Manager, ISO 9000, ISO14001, OHSAS 18001 Management Rep

Achieved 3 ISO, OHSAS certifications with new Registrar.

Installed Receiving Inspection process for 1500 staple gun components.

Set up and Managed shop floor process auditing and corrective action program resulting in 80% reduction of customer complaints.

Championed Quality Training Program for all employees.

Managed the complete rewriting of the Quality Manual and all Quality documentation..

Reorganized plant scrap collection and reporting program resulting in scrap reduction.

Instituted floor Quality Plans for operators.

Formed Cell Continual Improvement Teams.

Designed Quality Accountability program for errors.

O’Neal Steel, Shelbyville, IN, a $3 billion multi-plant steel service and processing company. Largest family owned in the U.S., with over 80 plants, providing machining, welding, laser/plasma/oxy fuel cutting, and bid and buy material purchasing.

Major Customers: Toyota, Caterpillar, Otis Elevator, John Deere.

July 2005 – September 2009. Terminated due to workforce reduction. Complete Quality department (6) eliminated and Shelbyville facility reduced to a material warehouse, due to downturn in business.

Quality Assurance Manager, Management Representative for ISO 9001 and ISO 14001. Developed accountability program that reduced errors to less than %.

Achieved Corp. lowest district Error Award.

Reduced PPM from 17,000 to less than 500 for OEM customers.

Purchased CMM and built world class metrology lab.

Developed 2 day Quality Orientation Training program for new and existing employees that went Corp. wide

(Taught 36 sessions).

Developed 5S training and taught workforce of 350 (26 sessions).

Led ISO 9001 development team that got 3 regional plants certified.

Championed ISO 14001 Environmental Standard Certification in one year. First steel plant certified.

Twigg Aerospace Corp., Martinsville, IN, a multimillion $ manufacturer of aircraft jet engine components.

Processes: Machining, Welding/Brazing, Heat Treating, Non-Destructive Testing, Assembly.

Major Customers: Rolls-Royce, Honeywell, General Electric, U.S. Military.

May 2004 – February 2005. Left to pursue other opportunities.

Quality Assurance Manager, Six-Sigma Manager, SQA Manager

Quality Engineer

Achieved Designated Supplier Quality Representative ( DSQR ) certification status for top customers General Electric and Rolls-Royce ( Self Release Process ). Managed institution of 8D problem solving, SPC analysis processes. Achieved top scores on all customer audits. ISO, AS9100, NADCAP certifications. Reduced customer

concerns to zero. Managed plant Manufacturing Process Control / Six Sigma program. SQA for suppliers of

castings and coatings for major Military customer product launches. Taught suppliers 8D, APQP, and PPAP processes.

Collins & Aikman, Morristown, In, a $5 billion manufacturer of plastic and fabric automotive interior trim components.

Processes: Injection molding, painting, assembly. Major customers: GM, Ford, Chrysler, Toyota.

Morristown plant Gross revenue: $48 million / year.

July 2003 – January 2004. Left due to Quality being combined with Engineering. Also plant was failing and I saw that it was going to close soon. It did close within a year.

Quality Assurance Manager

Championed TS 16949 Certification. Reduced PPM from hundreds to 0 for major customers. Developed

part quality standards program described as “ First Class” by TS Certification team. Championed “Factory

Focus” Lean Manufacturing process to Corporate Certification. Improved customer satisfaction through

integration of Quality and Product Engineers into effective customer support and product launch teams.

Developed layered audit process control program.

KS Bearings, Greensburg, In, one of the top 2 manufacturers of automotive and truck engine bearings in the US. Processes: Bi-metal casting, machining, plating, heat treating; Major customers: Cummins, Detroit Diesel, GM, John Deere; Gross Revenue: $35 million / year.

May 1997 – January 2003. Greensburg production part plant closed and moved to Greenville, South Carolina. The material dept. stayed. I chose to stay in Indiana for family reasons, so I moved the QS 9000 certified Quality System and implemented TS 16949 certification at the S.C. plant, while maintaining certification for material production at Greensburg, thus creating a multiplant certification. Left company at certification completion.

Quality Assurance Manager, SQA Manager

Led the plant of 350 employees to QS 9000 certification. Key part of the management team that turned the plant from a $4.5 million loss to breakeven. Instituted quality standards and training program, which cut plant scrap from 10% to 1%, slashed rework by 50% and reduced customer complaints 80%. Managed the metallurgical lab, vendor relations and process control/auditing. Led lean manufacturing/Kaizen/constraint management implementation. Led SQA development of new suppliers. Conducted supplier training for PPAP, APQP, 8D processes. Developed

Supplier Evaluation System for QS 9000 certification.

Cambridge Industries, Shelbyville, In, a $400 million manufacturer of plastic automotive body panels, components and assemblies. Processes: SMC thermal molding, painting, assembly; Major customers: GM, Ford, Chrysler.

July 1996 – May 1997. Left company for much better opportunity at KS Bearings.

Quality Assurance Manager

Installed Lean Manufacturing and a Value Added Kaizen Process that reduced scrap 50% and led the company to QS 9000 certification.

Freudenberg-NOK, Morristown, In, a $125 million leading manufacturer of automotive rubber seals. Processes: transfer molding, heat treating, camera inspection; Major customers: GM, Ford, Chrysler, transplants.

March 1989 – June 1996

Divisional Quality Manager, Morristown plant Quality Manager, SQA Manager

Led 12 Kaizen projects, which took the plant to “World Class” status and instituted a Kanban / lean manufacturing culture. Directed the QS 9000 certification process that resulted in a perfect score on the QS 9000 audit. Developed

Divisional Managing Change approval process recognized by Ford as “Best In Class” and saved their business. As SQA Engineer, developed new metal and rubber suppliers. Coached/audited new metal supplier to pass tough major customer audit. Developed supplier attendance in Kaizens to facilitate supplier Kanban process.

United Technologies - Component Division, Edinburgh, In, a $1 billion supplier of plastic automotive and consumer electronic parts. Processes: injection molding, painting, heat stamping; Major customers: GM, Ford, Chrysler, RCA, Zenith, Toshiba.

July 1972 – March 1989

Quality Assurance Manager, SQA Manager

Led the total quality functions for the plant, metrology lab, incoming & in-process inspections, and provided training for the 275 employees. Managed the design, construction, equipment purchases and staffing of a state-of-the-art plastics metrology lab. Helped lead the plant from a 20% loss to a 20% profit, achieving the United Technologies Presidents Award for the turnaround effort through self-directed teams and lean manufacturing cells. Led SQA function with paint suppliers to develop zero variation colors to achieve $25 million automotive contract approval.

Dow Chemical, The Pharmaceutical Division, Indianapolis, In.

1964 - 1972

Packaging Materials Inspection Supervisor, SQA for all Packaging and Container suppliers

Managed the Inspection Lab, and led packaging design and engineering for bottles, cartons, caps, vials, labels and chemicals involved in human and animal health pharmaceuticals. Recipient of two Improve Quality Awards.

Additional SQA History

Conducted TQM/Employee Involvement seminar at RCA Supplier Conference ( 700 in attendance )

Free Lance Consultant for major paint supplier. Taught SPC to workforce; developed TQM/Employee Involvement system.

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