Quality Assurance Supply Chain

ORLANDO PETINI, JR., MBA, CIT, LSSMBB

**** *** ******. **** ******, Md. 21060

667-***-**** adyvzb@r.postjobfree.com

QUALITY and CI DIRECTOR/LEAN SIX SIGMA MASTER BLACK BELT

Leading By Example

PROFILE

Highly-motivated and resourceful Quality, Improvement, and Training Management professional with a record of developing and supporting successful Quality and training projects and processes. Consistently recognized as able to improve organizational effectiveness and efficiency through leadership that aligns the business processes and Quality testing to realize cost savings, accelerate performance, and sustain strategic flexibility.

Able to focus and work well in high-pressure situations, constantly seeking new challenges, a professional and driven individual with both a strong work ethic and the desire to exceed expectations in all aspects of professional endeavor.

Outstanding ability to facilitate effective communication, and committed to continual improvement methodologies.

Always on schedule and under budget, able to prioritize and handle multiple tasks while effectively achieving and exceeding both corporate and department goals. A builder of high performance teams who thrives in environments requiring a high level strategist and a big picture thinker.

Technically savvy and a quick study in emerging technology, able to quickly assess and utilize the appropriate response to meet the specific needs of the business requirement at hand. A welcome addition to any company, ready, willing, and able to lead teams to ensure Quality Department success and on-time project delivery.

Highly motivated trainer who enjoys leading adult learners to understanding and competency. Able to create, develop, and implement training materials such as PPT slide presentations, Videos, and/or written documentation. A Proven manager with skills in preparing and implementing training schedules.

CORE COMPETENCIES

Quality Process Improvement • Training • Lean Six Sigma Master Black Belt

Project Management • Staff Leadership • Statistical Analysis

Client Relationship Management • Supply Chain/Supplier Management

Quality Control/Quality Compliance • Cost Reduction

Balancing Budgets • Certified TL9000 Auditor

Certified IPC Trainer • Project Planning • ROI

Microsoft Office Suite Including Access

AS9100

PROFESSIONAL EXPERIENCE

Nothrup Grumman Beltsville, Md.

Quality Engineering Manager October 2021 – Present

QAccountable for safety, quality, delivery, and cost results within the Quality function. Collaborate and coordinate with other functional managers and value stream leaders and value stream owner(s) to meet division, value stream, and quality objectives. Collaborate and coordinate with the manufacturing and design teams to achieve product and site goals and overall program quality, delivery, and cost objectives are achieved. Provide proposal support.

Orlando Petini, Jr. Page 2 Nothrup Grumman (Cont’d)

Accountable for maintenance of the Quality Management System (QMS) and AS/ISO/NADCAP certification. Serves in the role of Management Representative as required per AS9100 and coordinates 3rd party audits, including ensuring resources are prepared and available to support. Maintains Supplier Quality Management in accordance to AS/ISO standards as well as division standard practices.

Provides leadership, as the chair, for the Procurement Quality Board (PQB) and Root Cause, Corrective Action (RCCA) Board Facilitates the Material Review Board (MRB) process in collaboration with engineering to ensure proper dispositions and MRB authorities are met

Responsible for ensuring the cost of poor quality (CoPQ) process captures and reports data and resolves root cause, in compliance to division standards.

Responsible for reporting Quality KPIs and implementing associated countermeasures

Accountable for Quality Engineering and Quality Inspection resource and budget planning.

Accountable for customer interface regarding quality related issues including GIDEP alert response.

Accountable for Calibration System.

Strengthen the assigned team with focus and ownership on coaching and employee development, and ensure discipline and continuous improvement of all process standards

Antenna Research Associates Laurel, Md.

Director of Quality and Continual Improvement April 2019 - Present

Developed, implemented, and periodically evaluate Quality programs and functions, at all ARA facilities, to ensure the organizations production operations, from raw materials to finished products, meet the quality, integrity, and efficiency standards set by the organization.

Managed supply chain from purchase orders to vendor performance

Prepare product and process quality reports by collecting, analyzing, and summarizing information and trends

Maintain product quality by enforcing quality assurance policies and procedures

Conduct Internal Audits IAW ARA QMS standards

Oversee the management of the ARA QMS

AS9100 Implementation

Facilitate ISO certification & surveillance audits

Prepare and conduct biannual management reviews

Oversee corporate training process

Develop and interpret engineering documentation, contracts, and Mil-STDs for translation into the quality system in support of production

Oversee and facilitate corporate continual improvement program

Oversee corporate RMA process including creating and issuing Issue Response Reports.

Ensuring Customer requirements are defined at design inspection and verified/validated prior to shipment.

Directs and oversees the quality control department and supervisory staff.

Maintain quality assurance staff by recruiting, selecting, orienting, and training employees which includes coaching, counseling, and disciplining employees; planning, monitoring, and appraising job results.

Conducts performance evaluations that are timely and constructive.

Handles discipline and termination of employees in accordance with company policy.

Achieve financial objectives by preparing quality assurance budget; scheduling expenditures; analyzing variances; initiating corrective actions.

Advised ARA team on quality standards and requirements

Orlando Petini, Jr. Page 3

Major Accomplishments

Item#

Issue

Task

Organizational Impact

Results

1

No formal training program

Implented Training Program

Designated Corporate Trainer

Designed and implanted training programs and materials

Training activities have been identified

Employee satisfaction has increased

Greater employee competence

Training records maintened

2

No effective process metrics defined or monitored

Implented performance scorecard

Revamped existing Business Unit Review file to represent effective process oriented measures

Used metric data to drive improvement activities

Effective Process Measures to drive process area improvements

Process owners able to understand process performance

Greater process performances

3

No RMA Analysis

Create and implement RMA analysis

Organization understands the impact returned material has on the business

Financial impact of RMA’s understood

4

Lack of continual improvement (CI) activities

Implemented CI culture

Trained and certified lean six sigma (LSS) yellow and green belts

Mentored LSS belts in continula improvement projects

Greater awareness of CI opportunities

Improved process performances

5

Lack of process Standardization across facilities

Ran the Organizational standardization project

Worked with principles in all 3 facilities to standardize processes

Activities conducted the same across all 3 facilities

Reduced training time and activities

Standardize processes

6

New facility not ISO certified

Created and implanted plan to assimilate new facility into ARA QMS umbrella

Standardized processes and procedure

New site ISO Certified under ARA QMS umbrella

7

Risk analysis ineffective

Created COTO log

Initiated Risk Management Implentation project

Trained and implemented FMEA analysis and control plans

Greater understanding of risk

Being proactive instead of reactive

Effective risk analysis at the program/project and process levels

8

Supplier management ineffective

Initiated Supplier Management plan

Wrote and impleneted Supplier management process

Created and implemented Supplier scorecards issued quarterly

Created Supplier Performance Index (SPI) score

Implemented effective process metrics

SPI score drove Supplier CAR

Greater supplier performance

Process owners understand supplier performance

CI Project initiated from process metrics

Greater Supply chain performnce

9

Lack of Quality Inspector monitoring ansd measure

Implemented Quality Inspection log

Created Inspectior performance metrics

Used metrics to drive target training and improvement activities

Greater inspection capabilities

Inspector skills sets increased

Decreased non-conforming product reaching the customer

Reduction in RMA;s

First Source Electronics Elkridge, Md.

Director of Quality and Continual Improvement Jun 2013 – April 2019

Assured quality products and processes by establishing and enforcing quality standards; testing materials and product. Managed the quality management system IAW ISO9001 & AS9100 requirements. Redefined the QA structure to align with the existing processes and procedures. Fostered a culture of continual improvement and effective root cause analysis. Established quality and reliability standards by studying product and customer requirements.

Established in-process product inspection standards by studying manufacturing methods; devised testing methods and procedures

Managed supply chain from purchase orders to vendor performance.

Prepare product and process quality reports by collecting, analyzing, and summarizing information and trends

Maintain product quality by enforcing quality assurance policies and procedures

Maintain quality assurance staff by recruiting, selecting, orienting, and training employees which includes coaching, counseling, and disciplining employees; planning, monitoring, and appraising job results.

Achieve financial objectives by preparing quality assurance budget; scheduling expenditures; analyzing variances; initiating corrective actions.

Advised FSE upper management team on quality standards and requirements

Quality Manager Feb 2013 – Jun 2013

Ensured that the product was fit for designed purpose, and were consistent and met both external and internal requirements. This included meeting customer expectations. Created and coordinated the activities required to meet FSE defined quality standards. Was also responsible for monitoring performance of the quality management system, advised upper management in relation to the QMS, produce data and report on performance, and measuring against set standards. Acted as a liaison between other managers and staff throughout the organisation to ensure that the quality management system was functioning properly. Advised

on changes and how to implement them and provide training, tools and techniques to enable others to achieve quality standards.

Devised and established FSE’s quality procedures, standards and specifications;

Reviewed customer requirements and made sure they were met;

worked with purchasing staff to establish quality requirements from external suppliers;

setting standards for quality as well as health and safety;

made sure that manufacturing processes met standards;

Reviewed ways to reduce waste and increase efficiency;

defined quality procedures in conjunction with operating staff;

set up and maintained controls and documentation procedures;

monitored performance by gathering relevant data and producing statistical reports;

made suggestions for changes and improvements and how to implement them;

used relevant quality tools and making sure managers and other staff understand how to improve the business;

made sure that FSE was working as effectively as possible to keep up with competitors.

Flextronics Memphis Memphis, TN.

Quality Manager Feb 2012 - Oct 2012

Manage the day to day quality related activities and quality planning for the Apple laptop repair line. Job specific details consisted of, but not limited to, the analysis of failure trends in Looper, OBA, & IQA to isolate and correct process gaps and holes. Also manage a team of quality engineers and inspection personnel.

Reduce the 90 day looper rate 2.5 pts from 6.5% to 4.0%

Increased the OBA FPY from 98.2% to 99.6%

Implemented an IQA process that helped to reduce repair bench failure rate from 79.6% to 91.5%

Drove improvement projects that focused on increasing product quality

Drove CAR awareness while increasing CAR on-time closure percentage from 26% to 92%.

Conducted a gap analysis on process documentation in an effort to bridge all gaps and holes

Mentored the engineering and quality team in root cause analysis, statistical process controls, and internal auditing techniques

Designed the root cause failure analysis process that is currently being used to identify quality related issues in the repair process.

Teleplan International Jul 2005 – Feb 2012

Teleplan Dallas Dallas, Texas Jun 2011 – Feb 2012

Quality & Engineering Manager

Managed the day to day activities of the Quality and Engineering groups for an after market consumer electronics processing and repair operation. Drove Process and Quality improvement efforts. Conducted Six Sigma Yellow belt training sessions.

Supervise and coordinate the various processes within the site QMS (Quality Management System).

Drove Engineering initiatives to improve current and new processes

Managed site training activities.

Deploy and manage Define Measure Analyze Improve Control (DMAIC) Improvement Projects:

Lead process improvement projects which reduced cycle time by 42%, Reduced Non-Value Added Time by 35% and increased Productivity by 34% .

Champion the site 5S initiative.

Drove Data Wipe segregation project which cut down on Data escapes by 85% which saved $30,000 per month in costs.

Teleplan Reynosa Reynosa, Mexico Jun 2010 – Jun 2011

Quality & CI Manager

Performed quality planning for a global provider of computer, communications, and consumer electronics lifecycle management and services, devise and implement processes to drive Quality improvement efforts. Conduct Six Sigma Yellow and Green Belt training sessions. Teleplan is a high volume electronics repair service which uses production and manufacturing methodologies repair lines. Member of the New Product Implementation (NPI) team. Utilize the Teleplan Videocom Quality Management System to ensure continuous compliance with TL9000 standards and requirements is employed and enforced. Manage the updates and maintenance of TechNet, Teleplan’s Intranet site.

Supervise and coordinate the Document Control System, which performs the management of document translations.

As the P/CAR Manager, coordinate PAR and CAR efficiency efforts in the Mexico regions.

Deploy and manage Define Measure Analyze Improve Control (DMAIC) Improvement Projects:

Lead the Mexico Regions Improvement Competition improvement projects saving $1,234,000 (US) annually.

Champion the Logistics Cost Reduction project, which will result in a projected savings of $750,000 per year.

Spearhead the STB Repair line Productivity Increase Project, projected to increase productivity by 50%.

CERTIFICATIONS

3M ESD Certification • TL9000/ISO9000 Auditor Certification • Digital Head End Certification

Six Sigma Black Belt - Aveta • Lean Six Sigma Master Black Belt - Florida Atlantic University Boca Raton, FL

Certified IPC Trainer

EDUCATION

Lean Six Sigma Master Black Belt Florida Atlantic University Boca Raton, FL

Associate of Science, Electronics Engineering Pennco Technical Institute Bristol, PA

Bachelor's, Business Administration – Program Management Colorado Technical University Colorado Springs, Co

Masters/MBA, Business Administration – Program Management Colorado Technical University Colorado Springs, Co

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