Quality, Supplier Development, Lean and Six Sigma

DEBRA M. KELLER

313-***-****  ********@***.***

QUALITY DIRECTOR / ENGINEERING DIRECTOR

QUALITY PROCESSES  PFMEA  DFMEA  APQP  PPAP  8D  STATISTICAL PROCESS CONTROL  KAIZEN

LEAN MANUFACTURING  MANUFACTURING OPERATIONS  ORGANIZATIONAL DEVELOPMENT  STRATEGIC PLANNING

Ethical, profit driven quality manager with extensive experience driving process improvements though the efficient and effective use of lean quality tools. Consistently provides enterprise-wide productivity, cost, quality and customer service improvements. Strong ability to mentor and motivate staff, obtain internal and external buy-in and facilitate change. Adept at current state analysis and able to identify major obstacles, introduce incremental controls, use simple, cost effective solutions and realize positive results quickly, allowing for expanded and enhanced quality programs and increased participant motivation.

EXPERTISE

 Cross-Functional Project Management  Design For Manufacturing

 High Performance Team Development  Global Strategic Sourcing

 Kaizen Events, Supplier-Involved  Lean Manufacturing

 Value Stream Transformation  Process Capability Studies

PROFESSIONAL EXPERIENCE

Vicor

Supplier Development Engineering Manager, Andover, MA 2009-Present

Manufacturing electrical power solutions, VI Chip Factorized Power Architecture, saving space and power consumption

Selected to create and lead a turn key supplier development organization for an internally funded start up, VI Chip. Developed lean manufacturing strategies with multinational suppliers in preparation for a 500% increase in production. Clean sheet approach to develop a new business unit, including roles and responsibilities, work instructions and metrics.

 Led Six Sigma Green Belt projects and Value Stream Transformation at suppliers’ manufacturing facilities to improve quality, increase capacity and reduce costs, developed a strategy to incentivize a supplier to participate in a project that improved yield by 10%.

 Audited suppliers in Asia and Europe in preparation for a substantial increase in production, led suppliers in process and quality improvements.

 Created incoming quality control for critical to quality supplier components, including inspection instructions, purchasing new equipment and training inspection operators.

Caterpillar

Supplier Quality Manager, Decatur Plant, Decatur, IL 2007-2009

Manufacturing large mining trucks (130 to 400 ton), quarry and construction trucks (40 to 100 ton), wheel tractor scrapers and motor graders

Managed supplier quality functions for an annual $800 million buy. Administered $2 million operating budget. Improved quality and capacity of supply base through lean manufacturing initiatives at the supplier manufacturing facilities and supplier-involved Kaizen events. Coordinated Genchi Genbutsu (Go and See) activities between suppliers, engineering, operations, and supplier quality departments. Increased productivity and quality of Decatur Plant products with consistent component quality. Mentored and managed 20 direct reports, six supplier quality engineers/first responders – assigned to product lines – 10 process control engineers – offering on-site supplier development – and four support staff. Established program and progress tracking for teams incorporating visual charts and benchmarks. Cultivated Lean Six Sigma and standard work methodologies into daily operating environment, encouraging continual process improvements.

 Implemented cost reduction and resourcing strategies in the supply base and saved $ 8 million annually.

 Led Six Sigma Value Stream Transformation to increase capacity at severely constrained supplier. Increased large mining truck production and profits with improved parts flow and quality. Enforced a stop and fix process in supplier clean up room, stabilized processes, supported on-site improvements and reduced external defects from 12,000 PPM down to 1200 PPM.

 Decreased supplier defects (PPM) by 54% in less than 20 months through focused department leadership and effective use of supplier attended Kaizen events, followed up with process control at supplier manufacturing site.

DEBRA M. KELLER

PAGE 2  313-***-****  ********@***.***

 Lead development of Six Sigma Projects on comprehensive dimensional control strategies, including tooling modifications and measurement strategies, for:

 Motor Grader hitches improving fit and function of parts. Eliminated frame twist.

 Large Mining Truck frame rail fit up. Ended rework requirements on large truck frame line.

 Quarry and Construction Truck support casting machining capability. Reduced fabrication time by 45 minutes and improved safety by eliminating a grinding operation.

Ford Motor Company

Task Force Leader, Global Product Development System, Dearborn MI 2004-2007

Selected as subject matter expert and Obeya (Big Room) team member defining the Ford Global Product Development System – a lean product development process to get products to market faster. Employed A3s and significantly reduced cost and timing for supplier prototype tooling, production tooling, and gages. Participated in technology exchanges with Mazda and their suppliers to Genchi Genbutsu supplier quality initiatives, production tooling development process and dimensional control strategies. Trained and mentored program teams to implement new lean process. Presented weekly to vice presidents and obtained approvals for new product development system. Developed standard work and documentation to replicate processes.

 Conducted Value Stream Mapping on all aspects of the production tooling process for stamped chrome bumpers and removed 3 months of Muda (waste) from tool order to tool usage.

 Managed pull-ahead production tooling for the 2009 Flex program trim parts. Superintended Muri and Mura – smooth workload across tool suppliers – and saved $7 million in prototype tooling costs.

 Led team tasked with developing dimensional control and gage strategy for interior and exterior trim components for the 2008 Escape program, meeting fit and finish targets and saving $500,000.

 Trained and mentored teams on implementing tooling, gauging, APQP and PPAP into new product development system. Produced 30-minute webcast training module to explain processes.

Supplier Technical Assistance Manager 2001-2004

Managed supplier quality for a $1.3 billion buy at 350 supplier manufacturing sites; directed Ford Q1 certification for suppliers – QS 9000, ISO 9000 and TS 16949, PPAP, APQP, 8D, statistical process control and lean manufacturing. Led team of five direct reports, supervising 25 engineers.

 Developed and monitored supplier quality action plans focused on quality metrics improvement for parts coming into Ford assembly plants. Consistently met or exceeded 25% annual targeted reduction goals in supplier defects.

 Applied comprehensive project management skills in:

 Complete closing of two supplier manufacturing facilities. Documented Ford-owned tooling inventory, built parts bank, moved tooling to new location and ensured start-up and PPAP at new supplier with no loss of production at affected assembly plants.

 Sourced bumper covers over two weeks and saved $2.5 million annually.

 Reduced high impact supplier risk during new car program launches. Orchestrated APQP and PPAP, ensuring supplier manufacturing sites met part quantity and quality requirements while supporting daily builds at full production. Launched multiple programs with minimal line stoppage due to supplier quality.

 Drove Lean Manufacturing Project for a weather-strip/glass run supplier – previous poor quality parts shut down two assembly plants for two days. Initiated single piece flow, decreased required floor space requirements by 50% and reduced external defects from 7,000 PPM to 120 PPM. Defined standard work and documentation replicating process across six other supplier manufacturing facilities and transformed the commodity supply base.

 Led the 2004 Freestar team managing 200 supplier sites (825 new parts) with the following results:

 No decrease in production due to lack of supplier parts or capacity constraints.

 Reduction in warranty claims by 15% netting increased customer satisfactions when compared to the 2003 Windstar figures.

 Coached suppliers through process to earn Q1, Ford Quality Certification. Conducted manufacturing site assessments/audits and monitored quality operating systems.

• Performed quality analysis on all potential vendors as part of a cross-functional team making supplier sourcing decisions

DEBRA M. KELLER

PAGE 3  313-***-****  ********@***.***

LDM Technologies

Senior Project Engineer, Auburn Hills, MI 1999-2001

Tier 1 Supplier of Plastic Parts to Automotive

Worked as part of a cross-functional team ensuring painted bumper covers used on Ford vehicles met manufacturing, design, and profitability targets. Assisted in planning and layout of new paint shop in Greenfield manufacturing facility. Prepared and maintained Gant Charts on bumper cover tooling, monitoring progress for two separate tool shops. Developed integrated front end module concepts combining lighting, grill, bumper covers and front end structure.

 Performed a Design of Experiments and determined optimal processing window for paint applied to bumper covers. Set process parameters for film thickness, cure time and cure temperature.

 Developed new substrate material for bumper covers and realized $1 million annual savings.

 Wrote and presented technical papers about bumper cover design and paint testing.

 Participated as part of an energy management system design team receiving the Society of Plastic Engineers, Grand Award for novel design and use of plastics.

EARLY EXPERIENCE:

Ford Motor Company

Gained increased responsibility and promotional opportunities after hiring into the Ford College Graduate Program. Demonstrated consistently high performance in the following positions:

Materials Lab Supervisor; Product Design Engineering; Materials Engineering Supervisor; Product Materials Engineer

EDUCATION

University of Michigan, Ann Arbor, MI

School of Business Administration

Master of Business Administration

University of Detroit Mercy, Detroit, MI

Department of Chemistry and Chemical Engineering

Master of Science-Polymer Chemistry

Oakland University, Rochester, MI

Department of Mathematical Sciences

Graduate Certificate in Statistical Methods

Wayne State University, Detroit, MI

College of Engineering

Bachelor of Science-Chemical Engineering

NOTABLES

 Six Sigma Green Belt Certified – Caterpillar and Ford

 Published papers on durability testing and development of engineering plastics and coatings development for automotive applications

 Secured co-op education experience with General Motors, Advance Manufacturing Engineering during undergraduate studies.

 Mentored participants of Focus Hope Center for Advanced Technologies and Vista Maria programs.



Contact this candidate