Manager Quality Assurance

Terry Lowe

W***S**** Jean Dr. Muskego, WI ***** 262-***-**** *********@*****.***

Summary:

Experienced professional with years of progressively responsible experience leading and improving production/manufacturing activities, with an emphasis on safety, quality, and cost

Exceptional interpersonal skill with a passion for coaching / mentoring employees.

A strong supervisor, able to train and motivate employees to peak performance.

To manage a manufacturing operation, which emphasizes employee involvement, team oriented problem solving, and the continuous improvement of safety, product quality and process

Education:

Master of Business Administration: Ohio University Lancaster, Ohio 1993

Bachelor of Science: Mechanical Engineering Technology, Franklin University Columbus, Ohio 1981

Associate of Science: Electro-Mechanical Technology Central Ohio Technical College; Newark, Ohio 1977

Professional Experience

Unlimited, Inc., Oak Creek, WI Jan 2003 – Jul 2016

Unlimited’s basic business:

Vinyl Windows and Patio Doors for new residential, light commercial and re-modeling markets.

Plant / Production Manager

Team Member Safety, Production Quality, Production Scheduling and Material Ordering Process

Identified and solved production problems, Key tracking mechanisms to monitor

Maintained Safety record of 1095 days without an incident (3 years as of July 18, 2016)

Production Quality – Product liability, function and appearance. Finished Product Unit Inspection.

Production planned vs. actual – Through June 2016 - 92.56%

Production Efficiency / Labor Cost Impact – Through Wk #26 of 2016 a positive $1863.54 Labor Cost Impact

Decreased overall MHrs/Unit – Dbl Hg 2002 = 2.63 2016 = 1.01

– Csmt 2002 = 2.10 2016 = 1.02

Team Member relationships with management

My techniques have allowed Unlimited to realize the following reductions or increases:

Reduced Product Lead Times from 8 – 12 weeks to 2 – 3 weeks, dependent upon product configuration. This represents a 75% reduction.

Responsible for 7 Production Floor Team Leaders and 50+ Team Members.

Norplas Industries, Northwood, OH Nov 2001 – Jun 2002

Norplas’s basic business:

Tier One automotive fascia supplier.

Production Manager [Assembly and Sequencing Department]

Managed production in a high volume, high quality manufacturing / assembly plant

Developed Team Leaders, avoid and resolve production bottlenecks, improve productivity, and handle personnel issues regarding safety, and scheduling.

Prepared and analyzed performance reports

Participated in daily Team meetings and offer ideas/suggestions that contribute to meeting the performance objectives for the Assembly and Sequencing Department

Trained Team Leaders and Team Members in developing Team work skills and Team oriented activities in a positive working environment

Managed assembly activities through strong leadership, communication, motivation and direction of employees to ensure product quality and delivery

Coordinated staffing needs and ensure that all personnel issues are dealt with in a timely manner

Developed and implement production layouts to optimize process flows and eliminate non-value added activities through the principles of synchronous manufacturing

Ensured strict compliance to all QS-9000 procedures and monitor development and compliance of all work guidance’s on the floor

Guided departmental continuous improvement activities

Responsible for 4 Team Leaders and 100+ Team Members

Comfort Line, Inc., Toledo, OH Mar 1999 – Apr 2001

Comfort Line’s basic business:

Fiberglass Windows, Pation Doors and Vinyl Windows for the residential re-modeling market.

Plant Fabrication Production Manager

Responsible for all Plant Fabrication Production Fenestration Products.

Responsibilities included, but were not limited to:

Production scheduling, production quality, production safety, production efficiency and scrap reduction.

Techniques incorporate into my management style are based upon the following theories: Constraint Management, Lean Manufacturing (see article in - Opening a Window of Opportunity / Lean Manufacturing – Synergy 4th Quarter 2000, Volume 12 Number 4), 20 Keys to Workplace Improvement and The New Shop Floor Management – Empowering People for Continuous Improvement

These techniques allowed Comfort Line to realize the following reductions or increases:

Reduced Fiberglass Product Lead Times from 4 weeks to 2.5 weeks.

Decreased Fiberglass Dbl Hg MHrs/Unit by 30%, from 3.37 to 2.34.

Decreased overall Fabrication MHrs/Unit by 20%, from 1.46 to 1.16.

Responsible for Comfort Line’s Product Sample and Product Service Programs.

Responsible for 2 Production Floor Team Leaders and 50+ Team Members.

Weathervane Window, Inc., Brighton, MI Jan 1993 – Jan 1999

Weathervane’s basic business:

Wood Windows and Patio Doors for the high-end new residential market in Southeastern MI, light commercial and

re-modeling

Director of Engineering / Executive Council Nov 1997 – Jan 1999

Serviced three in-house companies: Century Glass, Inc.; Brighton Millwork, Inc.; and Weathervane Manufacturing, Inc.

Obtained NFRC Certification.

Monitored and updated Weathervane’s Quality Assurance Standards and Procedures

Monitored in-house product testing in accordance with National Wood Window and Door Association (NWWDA) test standards for air and water.

Maintained and updated Standard Operating Procedures for each production workstation.

Designed and develop new products for improvements to existing products (Casement, Double Hung and Sliding Door) and their processes through customer feedback, product test results and Constraint Management

Supervised an Engineering Team of 4

Process Improvement Team and Existing Products Group Manager Jul 1997 – Nov 1997

Production Manager [Casement and Double Hung Production Management] Nov 1995 – Jul 1997

Provided an injury free working environment through process improvements. Reduced recordable incidents from 58 to 15 in 1 year.

Monitored external and internal relationships, product testing and audits, Method of measurement being Key 11 of 20 Keys to Workplace Improvement. Current Quality Level Rating is at Level 3.

Shipped all customers orders on time, the first time, and every time

Increased Production to Schedule Rating from 78% to 98.75% in 1 year.

Increased Productivity Rating from 1.6 MHrs/Frm to 1.19 MHrs/Frm in 1 year.

Improved Housekeeping Level Rating to Level 3

Responsible for 7 Squad Leaders and 62 Team Members.

Quality Manager Jan 1993 – Nov1995

Responsible for implementing and monitoring Quality Assurance Standards and Procedures through Quality Assurance Management System in accordance with International Quality Guidelines, NWWDA.

Introduced a 10 Column 10 Level Quality Implementation Matrix as a way of implementing and measuring Quality success.

Established in-house product testing in accordance with NWWDA test standards for air and water.

Malta Wood Windows and Patio Doors, Malta, OH Oct 1987 – Aug 1992

(Formerly a Division of Philips Industries, Inc.)

A Fortune 500 Company

Malta’s basic business:

Wood Windows and Patio Doors for the new and re-modeling residential markets

Quality Assurance Manager

Designed and developed new products for improvements to existing products.

Responsible for over $500,000 worth of cost-savings from mid1990-1992.

Responsible for implementing and monitoring Quality Assurance Standards and Procedures through a Quality Assurance Management System in accordance with International Quality Guidelines, NWWDA and ISO 9000/Q90 recommendations for certification requirements.

Implemented SPC program and established monitoring systems.

Established employee quality circles.

Responsible for a Team of 7 Team Members.

Robbins & Meyers Hoist Division, Springfield, OH Jan 1984 – Aug 1987 & Jun 1981 – Jul 1982

[Division of Kone Materials Handling, Inc]

Division’s basic business:

Hoist and Cranes

Product Development Engineer

Designed and developed products and improvements of existing products in accordance with H.M.I. (Hoist Manufactures Institute), C.M.A.A. (Crane Manufacturers Association of America, Inc.), A.G.M.A. (American Gear Manufacturers Association) specifications and customer requirements

Included structural analysis and design of stress members, the design of basic machine components (gears, bearings, shafts and fasteners)

Made technical evaluations of new materials and processes to help ensure the Division’s products benefit as practical from advancements in the “State of the Art”.

Winamac Division, Fayetteville, Arkansas Jan 1983 – Nov 1983

(Formerly Winamac Division, Winamac, Indiana)

Winamac’s basic business:

Leaf springs

Product Engineer

Designed and developed new products in accordance with S.A.E. (Society of Automotive Engineers) and customer requirements

Worked closely with major truck companies and their departments to establish and verify their desires

Established static and fatigue testing programs for product characteristics and durability verification

Anchor Swan; Bucyrus, OH Nov 1977 – Jun 1981

(Formerly Anchor Coupling Company; Hebron, Ohio)

Anchor Swan’s basic business:

Air conditioning and power steering hoses

Laboratory Supervisor Jun 1979 – Jun 1981

Established and published testing procedures in accordance with S.A.E. (Society of Automotive Engineers) and customer requirements.

Worked closely with major auto companies and engineering departments to establish testing procedures and verify results.

Laboratory Technician Nov 1977 – Jun 1979

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