John Branch

*** *** *****, **** **. Louis, MO ***67 Cell: 636-***-**** acvki9@r.postjobfree.com www.linkedin.com/in/johnbranch

Quality, Operations and Improvement Professional

Quality is about protecting the company by assuring all systems, products and services meets customer needs

Over 30 years in Quality, 15 in Director/VP Level, with extensive overseas experience in the China, Europe, Mexico and

India. YOY quality program cost reductions without affecting product quality. Key player in global facility

startups/production site moves. Developed, trained and facilitated Lean/Six Sigma improvement programs. Quality system

driven, removed multiple facilities out of unsatisfactory/probationary status, development, Implement, maintain quality

systems (FDA 21, CAMCAS, ISO13485, Mi-I- 45208, ISO 9000, TS 16949) to A ratings. Key Driver for New Product

Introduction with cross-functional team. ASQ Trainer for CQT/CQE certifications. YOY exceeds goals for Budget, Defect

Rates, Cost of Quality, Process Performance, Customer issues.

Signature Strengths

Quality Strategy Deployment Process Improvement Customer Satisfaction

Lean Six Sigma Tools Global Manufacturing Supplier Quality

Product Development / NPI Change Management Quality & EHS Systems

Automotive Quality Medical Device Conversational Mandarin Chinese

Career Successes

JOHNSON ELECTRIC LTD, China

Director of Quality Oct 2012 Oct 2015

Manufacturer of motion subsystems - AC/DC motors, switches, solenoids, flex circuits, microelectronics, PCBs.

Subordinates: 15 direct reports, 450 departmental. Responsible for quality program for 5 Business Units with over 12,000

direct labor employees.

Responsible for Group and Business Unit budgets meets goals. Developed and ensured Group and Business Unit Quality

Strategies were implemented. Planned and implemented regional quality KPI objectives with YoY improvement. Ensure

Change Management timeliness and effectiveness implementation. Ensure new product introductions were completed on

time and accurate prior to CEO approval. Oversee customer situations 8D for correctness, effectiveness and timely

implementation. Eliminated rework - stop and fix - autopsy teardowns to identify and correct issues with statistical

validation.

Delivered Results:

Improved customer audit readiness from C to A rating

43% reduction in customer complaints over three years

Used problem solving tools to reduce noise rejects by 86%

Reduced quality team headcount by 12%

Implemented stop line at first piece failures which reduced in-line PPM from 12,000 to 500 without affecting

production rate

CHONGQING LE-MARK TECHNOLOGIES, China

Vice President of Operations Nov 2010 Oct 2012

Manufacturer of hot surface ignition element used for Glow Plug Diesel Engine and Hot Surface igniter.

Subordinates: 5 direct reports 250 employees.

Responsible for Design, Marketing, Production and Quality and manufacturing departments day to day operations.

Established and implemented strategic plans, goals and objectives for each department. Designed an operation database

system which used Kanban cards to pull customer orders through manufacturing, Improved quality system to meet

TS16949 requirements. Developed plans for new manufacturing site.

Delivered Results:

Reduced floor space by 50% using lean Manufacturing concepts to restructure the facility

Reduced lead time from 7 to 2 days by introducing pull system and grocery store concepts

QINGDAO P&B, China

Vice President Quality, Systems and Improvements 2009 Nov 2010

Manufacturer of high quality plastic products used for consumers and food service industries.

Subordinates: 7 Direct Reports 30 subordinates.

Responsible for Quality, change control, IQ-OQ-PQ qualification programs. Developed and implemented quality

systems (ISO 13485, CMDCAS, FDA 21) for medical device manufacturing. Developed physical and microbial

laboratories to CMDCAS FDA standards, leader and trainer for Lean Manufacturing and Six Sigma programs.

Delivered Results:

Implemented Medical Device Manufacturing area

Key role in achieving Kimberly-Clark Global Supplier of the Year

QSQ, China

General Manager/Co-Owner Jun 2008 Mar 2009

Quality, Lean and Six Sigma Consultant.

Subordinates: 5.

Developed Training Material, conducted training for Quality Technique, Lean and Six Sigma.

Assisted companies in achieve Quality System registrations.

Lean Project 45% floor space reduction, 25% labor force reduction and 20% increased in production.

FEDERAL MOGUL CORPORATION, United States Aug 2002 Jun 2008

Global supplier of quality products, trusted brands and creative solutions to manufacturers of automotive, light

commercial, heavy-duty and off-highway vehicles, as well as in power generation, aerospace, marine, rail and industrial.

Global Quality Director Jul 2005 Jun 2008

Subordinates: Quality Director for 6 Business Groups, with 28 Global manufacturing and 15 distribution facilities.

Main responsibilities included: develop, deploy and monitor common quality strategy across groups, establish group and

facility KPI and customer satisfaction ratings, assist in product transfers, trained "Back to Quality Basics" (APQP, FMEA,

Control Plan, PPAP, and MSA), Conducted Six Sigma Green and Black Belt training, active leader in product and process

transfers to LCC: China, India, Mexico and Korea.

Delivered Results:

2005 Quality Goals: PPM 34 Achieved, 25, Customer Complaints 46% reduction

2006 Quality Goals: PPM 25 Achieved, 20 PPM

2007 Quality Goal 18, results 17 PPM

Global Ignition & Wipers Group Quality Director Apr 2003 Jul 2005

Subordinates: 14 dotted line QMs. Quality responsible for Americas, Africa, Europe, Asia and Australia

Main responsibilities included: develop, deploy and monitor common quality strategy across groups, establish group and

facility KPI and customer satisfaction ratings, ensure all facilities achieve TS16949, led multi-tiered Six Sigma training

and projects, developed benchmarking and best practice program, Trained future JV in China in 5-S, Value Stream

Mapping, Continuous Flow and Six Sigma.

Delivered Results:

Achieved Global Ignition Group PPM 33% reduction in customer complaints

Regained Renault and Chrysler confidence by meeting quality requirements

Achieved TS 16949 in all 14 facilities

North America Group Quality Manager 2002 Apr 2003

Subordinates: 6 staff 20 department, dotted line 5 QM North America.

Group Quality Manager for largest plant while assuming the duties of North America Group Quality Manager.

Delivered Results:

15% PPM reduction for OE/OES and Aftermarket customers

Chrysler (main customer) Zero PPM 2 years standing

Developed and Implemented TS16949 Quality System

EMERSON ELECTRIC - St. Louis, MO 1996 2002

Emerson Motors, Hermetic Motor Division, manufacturer of hermetic motors used in AC compressors

Corporate Senior Quality Engineer 2001-2002

Created portal for ISO 9000-2000 Quality web site, integrating 5 Quality System into one, coordinated divisions' Six

Sigma, AQP and Best Practice Programs, Played key quality roll on Corporate Lean Team, Qualified outsource suppliers,

Quality Plant-Supplier-Customer liaison for Division assisted in Product Transfers to Mexico

Delivered Results:

Saved $500k from best practices programs

Reduced overall lamination costs by 10% ($1.2 million annual)

Instrumental in stabilizing and reducing division PPM 1106 to less than 190

Stator Business Unit Manager 2000-2001

Subordinates: 10 staff 450 in department

Business Unit operations leader responsible for stator assembly processes annual sales of $125 million (3.12 million units

annual), 4 departments, 12 manufacturing

Delivered Results:

Directed 2 major APQP-Kaizen process changes Teams- reduced labor costs by 10%

Champion for Kanban, 5-S, Six Sigma and Lean Mfg. Teams- saved approx. $250k

Quality Manager 1996-2000

Subordinates: 5 direct and 20 indirect Quality professionals

Lead ISO 9000 Quality Systems implementation, developed a Continuous Improvement Database (Lean - Six Sigma -

COPQ - Corrective Actions). Product transfers to Thailand and Mexico. Developed and deployed Quality Systems and

standards, assisted BU and Manufacturing Engineering teams, champion Lean, 5-S, 6 Sigma, and TOPS teams.

Delivered Results:

Gained 3 to 5% annual productivity improvement

Reduced Defect PPM rates from 3,032 to 373 first year (800% improvement) to below 200 in 3 years

Implemented division's first Six Sigma Project "Stator Weigh", saved 1/2 cent per motor

Education

Bachelor of Science, Business Management, Quality & Operations

University of Akron, Akron, OH 1995

Certification Training

DOE, Six Sigma Black Belt, Green Belt, Champion (Emerson and Federal Mogul)

AIAG FMEA, Control Plan, MSA and Ford 8D

Quality Systems: ISO 9000, TS-16949 and ISO 13485 System and Auditor Training

Minitab, Excel, Word, Access, Power Point

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