DONNA KESKE

Professional Profile

Comprehensive experience in: International Staff Management, Quality Control, Inventory Management and Management Reporting, Team Building and Motivation, Project Management, Problem Solving Methodologies; Root Cause Analysis as well as Lean Manufacturing and Six Sigma. Adept in Lean Manufacturing processes: TQM, JIT, PPAP, APQP, Line Balancing, Continuous Flow Manufacturing, Single Piece Flow, KPI reporting, Root Cause Analysis, DFMEA, and PFMEA, Value Stream Mapping, Takt Time, Cycle Time, U cells / layouts, One Piece Flow, Kaizen events, Heijunka, Material Handling, Gemba, Fresh Eyes, Poka Yoke (Error Proofing), Standard Work, and SMED.

Skilled in Strategic Planning, Policy Formulation, Change Management, Budget Administration, and proven ability to Lead organizations through Culture Changes and Process Re-Engineering. Provide Cost/Benefit Analyses, creation and maintenance of various Databases to collect and manage data. Develop spreadsheets, reports, and graphs to present data/findings in clear/meaningful ways. Managed budgets up to $40M annually. Proficient in managing multiple Projects at multiple sites working cross-functionally with stakeholders, work with and manage High-Performance teams, developed suppliers to streamline processes and improve quality to deliver on time and within budget. Worked with all stakeholders on New Product introduction. Gathered Sustainability data of products from suppliers.

Skilled in CAD drafting and design as well as reading schematics and blue prints. Analyze and streamline databases and documentation, provide update through knowledge of products Reviewed warranty claims, analyzed failed parts, determined root causes and worked to improve product design to eliminate failures. Worked with cross functional teams and suppliers to identify design changes and/or specification changes to increase machine durability. Audited suppliers, implemented ISO 9001 in two facilities and responsible for recertification and continuous improvement activities. Effectively communicate concepts and complex technical information to both technical and non-technical personnel at all levels.

Technical Skills

Strong technical background, being proficient in Microsoft Office Suite, Visio, Publisher,PeopleSoft, Adobe Acrobat, Illustrator, Photoshop, Freehand. Familiarity with Minitab, AutoCAD, SAP, FTP protocol, TrackPro, QualTrax, Lotus Notes, HTML, Access, and various desktop publishing software. Education

Villanova University, LEAN/SIX SIGMA - Master Black Belt, Black Belt, Green Belt 2006 – 2008 APICS, LEAN MANUFACTURING – CIRM, CPIM 1994 - 1996 University of Utah, ENGLISH – Bachelor’s of Art 1986 Salt Lake Community College, ELECTRONIC TECHNOLOGY – Associates of Applied Science 1984 CERTIFICATIONS

Caterpillar Learning 8/08 – 8/13

CPS Yellow Belt ● CPS Green Belt Qualification ● Manufacturing Core ● Manufacturing Support Member Core Manufacturing Team Member Core ● Caterpillar Quality Management System (CQMS) ● Order to Delivery Core Danaher Business Systems (DBS) 8/00 – 8/06

6S Visual Management ● Transactional Process Improvement ● Value Stream Mapping Change Management ● Accelerated Product Development ● Production Preparation Process Change Management ● Voice of the Customer ● Problem Solving ● Single Minute Exchange of Dies Standard Work ● Just-In-Time ● Policy Deployment ● Strategic Planning ● Training The Trainer Accelerated Product Development

DONNA KESKE PAGE 2

Professional Overview

VOLVO CONSTRUCTION EQUIPMENT 2014 to 2023

Supplier Development Engineer (July 16-2014 to 2023) Drive improvement in the supply base for Electronics and Electrical Components for North America.

• Working with 165 suppliers using Supplier development tools (APQP, PPAP, Standard Work, DFMEA, PFMEA) and brought 45% from a level 4 (scoring under 50%) to level 3 (scoring under 75%) within one year. Brought 6 suppliers from level 3 to level 2 (scoring under 90%) within 6 months.

• Reduced monthly quality notifications for all EE suppliers from 150 to 43 in one year.

• Led numerous kaizen events, Fresh Eyes events and Gembas at supplier locations

• Responsible for 220 suppliers.

• Improved Supplier Delivery Precision from 30% to 80% in one year.

• Reported monthly Supplier KPIs to management.

KRAFT FOODS 2013 to 2013

Continuous Improvement Engineer (Aug 5-2013 to Dec 10-2013]) Responsible for all aspects of Continuous Improvement. BUCYRUS / CATERPILLAR 2008 to 2013

Regional Continuous Improvement/Quality Manager (Jan 2011- 7-11-2013])

• Implement Standard Work, in-process check sheets and Supplier development tools (APQP, PPAP, Standard Work, DFMEA, PFMEA) to reduce divisional warranty costs from $250K each month in 2009 to $5K each month in 2012.

• Implemented Control Plans and tracking sheets reduced divisional scrap by $30K/month in 3 years.

• Received defective product and performed FMEA, supplied reports back to customer with Root Cause(s) and effective Corrective Actions. Reduced Customer Issues by 46% with an annualized cost savings of $2M.

• Successfully train 100% divisional personnel (five facilities) in Continuous Improvement using Train The Trainer method.

• Led numerous Kaizen events, Fresh Eyes events and Gembas.

• Manage five direct reports. Responsible for 5 regional sites to attain budget and improvement goals.

• Reported KPI measurements to management monthly. ISO / Warranty Coordinator /Continuous Improvement Leader Eastern Product Group (Aug 2008-Jan 2011)

• Trained 15 new ISO auditors per year enabling the Tazewell facility ISO certification within 6 months from acquisition.

• Merged two facilities in 6 months utilizing Lean and 6 Sigma methodologies.

• Implemented 6 Sigma tools across division.

• Supplier development tools (APQP, PPAP, Standard Work, DFMEA, PFMEA) improved quality by 35% in one year.

• Justified three new machines to eliminate 25% of process errors and reduce field failures by 80%. Standard Work eliminated 80% of packaging and shipping errors over 3 months.

• Reported key KPI metrics Implement metric boards and train all employees at five regional sites, consistently completed projects 2 months ahead of schedule. Use gap analysis to identify areas of weakness to enable stop gap measures to be implemented.

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