Engineering Manager

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Engineering Manager
Location Confidential
No preference
Willing to Relocate
$100,000 to $200,000

Resume Summary
Experience in Quality, Operations, Test, Product Design and Development. Data focused with an eye for process definition and process improvement. Working background utilizing Lean Manufacturing, Six Sigma Methodology and Project Management.


* Business Process Implementation And Improvement: Introduced electronic inspection record database avoiding over $150k annually in projected headcount requirements. Additional savings were realized with consistent process cycle-times, real-time reporting of non-conformance conditions, and increased ability to provide in-depth metrics to the organization. Defined and established inbound inspection requirements for material prior to implementation of SAP Quality Module. Consistently challenged the organizations product and process owners to implement processes and process improvements in an effort to prevent recurring issues. Instituted an ISO/TS-16949 compliant management system in under 60 days from date of hire. Continued to lead and develop the department to demonstrate compliance with ISO/IEC-17025 for A2LA accreditation. A focus on continuous improvement, metrics, and Lean Methodology improved average change request closure duration from 24 months to less than 25 days.
* Technical Leadership: Instituted a quality record strategy drawing data from multiple systems to provide quality metrics for the organization, individual contributors, and areas of non-conformance to help drive improvement efforts in training and management focus to eliminate recurring errors. Guided the development and implementation of a continuous monitoring data acquisition system. While leading Design Engineering Team instituted use of Finite Element Models to evaluate designs and stresses on key components. This strategy resolved a $3M field issue on product generating $6M in annual sales.
* Collaborative Management: Develop personnel through cross training and team approach to problem solving. Work to engage stakeholders and build trust by protecting interest of non-participants. Initiated skill development activity for associates seeking a growth path from general associate to QA Inspector. Experience growing department from one-shift to three-shift operation to contain workload spike. Reduced back to a two-shift operation by incorporating recommendations of direct and contract staff on all shifts. Headcount reduction was realized through attrition. Productivity gains were achieved through cross training.


ROBERT BOSCH, Atlanta, GA 2006  2016
* Responsible for all quality activity within the Atlanta packaging and warehousing operations.
* Support two facility operation with daily inspection support by eight inspectors and a quality inspection team leader. Additional support is provided by a quality engineer and senior quality engineer.
* Implemented an electronic database to capture inspection records associated with packaging operations. The use of the database dropped the required time for an inspector to complete an inspection and document their results from 15-40 minutes to a consistent 5 minutes; avoiding over $150K annually for projected headcount requirements. Additional benefits included real-time notification of rejections to management and significantly improved the ability to quantify the quality of work for individual associates.
* Initiated a cross-training rotation schedule to develop current staff and better assess associate skill set in each functional area of responsibility. Implemented a program to train and develop interested non-QA associates as a resource pool in support of short and long-term business needs.

PANASONIC, Peachtree City, GA 2001  2005
* Directed, trained, and provided strategic direction to 30+ employees and contractors to ensure successful implementation of over 25 major and 100 minor projects annually.
* Implemented management system compliant to ISO/TS-16949 in less than 60 days from hire.
* Initiated formal program management, forecasting, and cost tracking systems.
* Identified and championed a $5 million capital expansion to avoid $15+ million in recurring expenses.
* Forecast and manage an annual budget in excess of $5 million.

Dana Incorporated (previously Echlin Automotive  DBA Sprague Devices) 1998 - 2001
ENGINEERING MANAGER | Michigan City, Indiana (1998  2000)
ENGINEERING MANAGER | Canton, North Carolina (2000  2001)
* Managed the activity of over 20 engineering and non-engineering personnel.
* Implemented strategic technology transfers and refocused engineering department in a turn-around situation.
* Streamlined QS-9000 processes related to design, program management, and change control.
* Instrumental in resolving a $3 million field issue on a product generating $6 million in sales.
* Restored customer and organization confidence, redesigned and streamlined engineering department; transformed organization from pockets of tightly held information into one that embraces cross-functional team knowledge.
* Developed meaningful analysis of available data in order to provide a standard reporting format capable of tracking trends and assist in driving closure to system issues.

ITT AUTOMOTIVE, Auburn Hills, MI 1993 - 1998

FORD MOTOR COMPANY, Dearborn, MI 1988-1993



Master of Engineering Management, University of Detroit  Mercy
Bachelor of Science, Mechanical Engineering, Pennsylvania State University
Lean Six Sigma Black Belt, Georgia State University
Project Success Methods certified
US Patent awarded September 1995
Professional Engineer Registration (Inactive)

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Engineering Manager

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