MICHAEL PARUSZKIEWICZ

Jackson, MI ***** adbnud@r.postjobfree.com

Cell: 248-***-**** www.linkedin.com/in/mike-paruszkiewicz

DIRECTOR OF QUALITY

Effective leadership through strong relationships and high-impact strategies

Cutting-edge Quality Management Executive with extensive experience in developing, implementing and managing continuous process improvement and product quality systems that when implemented result in world-class levels of process performance and improvement. Experience working with multiple OEM's and suppliers, both from technical and service perspectives. Ability to effectively present complex materials to large groups as a dynamic and engaging speaker.

Highly regarded for cultivating strategic partnerships internally and externally, with a deep understanding of complex dynamics to drive results needed to achieve short- and long-term goals. Highly successful track record in systems development, leadership, talent development and process improvement.

Demonstrated talents in applying process re-engineering to business operations including IT applications to yield impressive results. Innovative, resourceful problem solver with exceptional people skills that have been effectively utilized to build loyal and motivated employees, including negotiating optimum solutions for cross-functional organizations.

Core leadership talents include:

Organizational Leadership ISO 9001/ISO 17025 Expertise Six Sigma/ISO/TS16949 Expertise

Staff Development/Team Building Quality Management Systems Process Improvement/Problem Solving

Corrective Actions 8D High Impact Presentations Quality Management/Assurance

Managing Supplier Relationships Operational Excellence Outstanding Written/Verbal Skills

Quantitative/Research Analysis Theory Development Customer Relationship Management

BENCHMARKS AND MILESTONES

-Propelled establishment and management of a consent agreement issued to Spartan Motors, Inc., from the National Highway Traffic Safety Administration (NHTSA) for “Best in Class” for successfully reducing a potential monetary fine from $35 million to $1 million for reporting violations that occurred prior to my employment.

-Created and implemented all aspects of ISO 9001:2000, TS 16949, ISO 17025, ISO 9001:2001 and TL 9000 registered Quality Operating System in 12 months’ time.

-Demonstrated ability in remodeling in the ISO 9001 QMS, resulted in 0 findings in 6 consecutive third party audits; consistently managed the Quality functions within or under budget by an average of 20%.

-Initiated significant reduction in COPQ (Cost of Poor Quality) using simple and effective problem solving, introduction of incoming, in process and final inspection achieving a reduction from $18 million in costs to a projected $11 million in 2017.

-Recognized as Top-Performer in developing and re-imaging management systems, increasing leadership roles, and considered the “Go To” person for resolving issues and “Boss” of choice for exemplary mentoring and developing professionals to exceed their goals.

EXPERIENCE

Spartan Motors, Inc., 2014 – Present 4th largest producer of fire trucks and delivery vehicles with $750 million in sales and 2,000 employees.

Director of Quality

In charge of the Quality System throughout 7 locations with 20 total plants and 90 staff members.

Key Contributions:

Rebuilt and staffed the Quality Organization across all campuses from 1 Quality Engineer at 2 of 20 plants.

Developed a consistent corporate wide Key Performance Indicator and Metrics system to meet or exceed targets; developed a Warranty management system that has led to consecutive reductions of 10%+ in warranty costs year over year.

Rebuilt damaged Customer relations by rapid execution of problem resolutions that eliminated issue at its root cause.

Implemented a training plan for Quality function that led to ASQ certification of Quality Engineers and all Quality Managers.

Improved Corrective Action process that led to an 80% time reduction to closure of escalated issues; reduced recall rate of 95%.

Led the due diligence and assimilation efforts for a large merger effort.

Rebuilt the Quality Management System from the ground up while resolving critical escalated tactical issues and through assurance that long-term corrective actions were taken to reduce both the number and severity of these issues.

MICHAEL PARUSZKIEWICZ Page 2

Global Titanium, Inc., 2012 – 2014

Leading, vertically integrated supplier of Titanium parts, powders and broad spectrum of products, with approximately $150 million in sales and 125 employees.

Director of Quality

Quality Leader who has successfully built high performance teams to deliver excellent titanium metallurgical products to market and developed quality management systems through the integration of existing and development of new quality systems and methods.

Key Contributions:

Developed a lab Quality Management system that was compliant to ISO 17025 that resulted in consistent, reliable lab results and stronger customer reliance on submitted data.

Utilized Six Sigma tools to identify an alternative raw material that offered an 88% savings over traditional material used for a rapidly growing unit of Global business.

Spearheaded a Layered Process Audit (LPA) program that virtually eliminated PPE requirement violations.

Began Kaizen event program that in one example reduced labor by 2 FTE, shipping material usage by $144,000 annually while improving throughput and improving 5S results.

Regularly monitored mix ratios and made adjustments that resulted in a 2-4% increase in gross margin for product.

Sat on the Safety Committee, whose activity resulted in a reduction and maintenance of a World-class safety record.

Managed the ISO registered QMS with no findings through a full series of surveillance and recertification audits.

Energy Conversion Devices (ECD) 2003 – 2012

World’s largest Global alternative energy company including Solar Panels and Nickel Metal Hydrate batteries.

Corporate Director of Quality (Uni-Solar, Inc., (sibling company of Cobasy’s)) 2010 – 2012

Supervised a staff of 60+ throughout 12+ plants in countries globally.

Key Contributions:

Developed and implemented phase gate product development system for multi plant, international Solar panel manufacturing.

Implemented a process based Quality Management in preparation for registration to ISO 9001, 14001, 18001.

Developed Supplier Quality Engineers and disciplined problem-solving methodologies and Supplier Management processes.

Assumed and stabilized high risk suppliers Quality Management system to reduce extreme risk of production shutdown.

Reorganized both Staff and Plant Quality functions and institution of professional development plan for associates.

Led the institution and development of Program Management Processes; instituted “Gorilla” Six Sigma (DMAIC) program that led to all Black Belts participating passing the ASQ Certification exam.

Cobasys, LLC (sibling company of Uni-Solar) 2003 – 2010

Leading provider of nickel metal hydride storage systems, hybrid vehicle storage devices and lithium-ion systems.

Corporate Quality Manager

Responsible for transition of R&D of company to a multiple site Tier One advanced technology alternative energy automotive firm.

Key Contributions:

Developed and implemented all aspects of ISO 9001:2000 and TS 16949, ISO 17025 and ISO 9001:2001 and TL 9000 registered Quality Operating System in 12 months.

Developed Quality Function Deployment methodology (QFD) and core processes and methods.

Appointed as an Examiner for the Malcolm Baldrige Award in 2007 and appointed to Michigan Quality Council’s Baldrige criteria based award program as an examiner for 3 consecutive years.

Implemented a Lean Six Sigma program that resulted in over 20% of staff engineers in attendance with 100% success rate of passing ASQ Certified Six Sigma Black Belt Exam.

Planned, developed and implemented Lean Six Sigma program that resulted in the training and development of 18 Certified Six Sigma Black Belts and 30+ Green Belts. Annual ROI averaged over 1750% and reduced returns of warranty group by a factor of 2 over two years.

Prior Experience

Quality and Purchasing Manager, Cablcon, Inc., Troy, MI

Operations Manager, Hewitt Tool Company, Royal Oak, MI

Purchasing and Quality Supervisor, Cadillac Electric, Oak Park, MI

Purchasing Team Leader/Telecommunications Coordinator, Cosworth Engineering, Novi, MI

MICHAEL PARUSZKIEWICZ Page 3

EDUCATION & CERTIFICATIONS

MBA, University of Michigan, Ann Arbor, MI (Expected Completion 2020)

BS in Psychology, Wayne State University

Certified Quality Manager/Operational Excellence (CQM/OE), American Society for Quality

Certified Six Sigma Black Belt (CSSBB), American Society for Quality

Certified Six Sigma Master Black Belt (CSSMBB), North Carolina State University

Certified Purchasing Manager (CPM), National Association of Purchasing Managers

Certified QFD Green Belt, QFD Institute Ann Arbor, MI

Certified Lead Auditor (ISO 9001) I.R.C.A

C.M.M.I. Dev 1.3 Leading Edge Consultants

Design for Six Sigma: Development of Voice of the Customer - Glenn Mazur

Robust Parameter Design - Prof. Daniel D. Frey, Massachusetts Institute of Technology, (M.I.T.)

Reduction of Variation - Jack West, Ph.D.

AFFILIATION

President North American Hub Quest Forum (TL 9000) - ISO TAG 176 member

PUBLICATIONS & PRESENTATIONS

American Society for Quality Six Sigma Conference, 2009, Phoenix, AZ

"Sustainable Six Sigma - Keeping the Drive Alive When Top Management is Distracted"

American Society for Quality Six Sigma Conference, 2008, Phoenix, AZ

"Challenges and Rewards of Lean Six Sigma in Mid-Size Business"

QuEST Forum (ISO 9001-2000 and TL-9000), 2005, Paris, France

"The Application of Quality Function Deployment (Q.F.D.) to New Product Development”

10th Annual International Symposium on Q.F.D., 2004, Monterrey, Mexico

"QFD for Innovative Companies: Integrating the Voice of the Customer into Advanced Product Quality Planning"

QuEST Forum (ISO 9001-2000 and TL-9000), 2004, Richardson, TX

"The Development of a Multiple Registered Quality Management System"

PROJECTS COMPLETED, MASTERED & SUPERVISED

Reduced variation in Shear and Weld process reducing scrap from 6.3% to 3%, realized savings of $2,293,798.

Completed MSA studies, identified improvements in system that resulted in reduction of “false” nonconformance’s from 2.8% to 1.5%, gained savings of $939,711.

Identified EOL Test method to instill control in process reducing scrap from 5.2% to 3.5%, gained annual savings of $814,350.

Identified Weld Process Improvements that reduced in process scrap from 2.4% to 1.5%, realized savings of $729,796.

Improved and controlled Compaction Process, reduced variation and scrap from 4.83% to 3.0%, realized savings of $508,357.

Instituted Lean Process Principals in formation process resulting in a scrap reduction from 3% to 2%, gained annual savings of $428,297.

Completed Supply Chain Management project with key supplier that resulted in a reduction of scrap from 8% to 4%, gained annual savings of over $1.2 million, shared with supplier.

Imbedded Six Sigma Black Belt in Critical Supplier were resulting projects reduced WIP and Inventory from 9-week supply to 2, reduced on hand inventory value in excess of $1.0 million while assuring no out of stock occurrences.

Helped develop Lean process at Supply Chain Partner that reduced PPM from 60 to 10, resulted in $300K savings per year.

Developed innovative in line process verification test which changed destructive type test to non-destructive test, reducing TAKT time, set up time and gained scrap savings of over $595,000 per year.

Negotiated a shared savings program with Several Key Suppliers where a Black Belt would be imbedded in Supplier and any savings that resulted from successful projects would be shared and we would receive a line item price discount. This resulted in a cost reduction of $6.26 per vehicle or in excess of $1.425 million over the life of the contract.

Implemented Design for Six Sigma (DFSS) - developed and introduced a new product in record time that increased net sales by 15%, at introduction it was considered the benchmark of “Best in Class”, leapfrogging a multi-decade segment leader.

Using DFSS, led the development of a Tier One Warranty group that lead the way to a first-year reduction by half of IPTV from 18 to 9 and by cross platform implementation introduced new platforms with IPTV of 3 or less.

Implemented DFSS in a transactional setting that improved audit rating for critical process by a 100%, resulting in improved project deliverable performance and reducing cost and project overruns by an average of $297,356 per program.

Improved throughput of engineering document approval process by reducing approval times from 8 weeks to 4 and “rework” from 4 in 6 documents to 1 in 10.

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