Expert Details

Expert in Supplier Quality Assurance, Cost Improvement Projects, ISO 9001:2000 Quality Systems Management

Expert ID: 723556 Virginia, USA

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- Expert audited suppliers to conformance with expected standards, such as TS 16949:2002 or ISO 9001:2000. An ISO standards based checklist was used; this provided quantitative scores for each category. Objective evidence and comments were compiled as the audits progressed. For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.

- Expert led an international team in the identification, evaluation and selection of global suppliers. Audits focused on business processes and efficiencies, specifically how the suppliers were using cost savings techniques such as Spend Management, Lean and Six Sigma. Expert also evaluated suppliers for use of basic concepts such as Statistical Process Control and their established ISO systems (such as ISO 9001:2000 or TS 16949:2002). Suppliers were selected based on their ability to meet price, quality and delivery goals. If suppliers had critical capabilities but poor systems, expert's improvement team worked with them (onsite) until they were ready to be re-evaluated by a separate team.

- Expert implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a 12 month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed the expert to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the cost impact.


- Expert led a 270 person organization in the implementation and maintenance of ISO 9001:2000. The implementation occurred simultaneously in France and the US. Expert's company had an automotive background, thus most systems were TS 16949:2002 compliant, such as Engineering Change Control, Control Plans and Measurement of Manufacturing Processes. This enabled the expert to better control many processes and provide better data to customers in the event of problems.

- Expert's Quality Management System was set up with a Manual, necessary Procedures, Work Instructions and then Forms. Expert's system was set up so that documents were easy to find via hyperlinks, controlled directories and a single point of contact for changes. There were no QMS findings throughout a total of nine registration and surveillance audits.
- Expert was appointed the Management representative and thus implemented and monitored all Management Responsibility items such as Customer Surveys, Quality Objectives and all inputs for review. Monthly meetings were held to review both business and Quality related action items.
- Expert implemented a simple, effective system for Resource Management. Training and employee surveys were both successful systems due to system's ability to credit job related books and internal company training to the employees.
- Expert's Product Realization system evaluated all of the major operational items in the Product Life Cycle. Engineering Program Management (including customer reviews, CAD, design feedback and design freeze) was a major strong point and evolved as the company grew. Expert also ensured Purchasing became more of a value added activity, with more relevant information obtained faster from suppliers.
- Measurement, Analysis and Improvement areas were tracked regularly, including gages, internal audits, 8d’s, and Expert's Continuous Improvement efforts.

Expert's professional opinion is that the best indicator of an effective quality system is the systematic elimination of problems. It requires, discipline, patience and organization. Expert's ISO 9001:2000 and ISO 17025-2005 systems were able to achieve superior results, ie, no findings in seven registration and surveillance audits. Expert ensured this translated to production performance, eventually obtaining single digit PPM levels and 99% on time delivery.


- Expert led an international team in the identification, evaluation and selection of global suppliers. Selection criteria focused on cost, quality and delivery. Once the supplier passed his initial cost criteria, onsite reviews were held whereby he evaluated business processes and efficiencies, more specifically how the suppliers were using cost savings techniques such as Spend Management, Lean and Six Sigma. Expert also evaluated suppliers for use of basic concepts such as Statistical Process Control and their established ISO systems (such as ISO 9001:2000 or TS 16949:2002). Suppliers were then selected and then continually evaluated on their ability to meet price, quality and delivery goals. If suppliers had critical capabilities but poor systems, expert worked with them (onsite) until they were ready to be re-evaluated by a separate team.

- For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.


- Expert implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a three month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed him to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the financial implication.


- Expert divides the Quality Evaluation category into a) internal audits and b)supplier audits.

- Expert was responsible for the successful conduct of internal audits while the Corporate Quality Manager for a 270 person firm. As part of career progression, Expert obtained the ASQ designations of Certified Quality Auditor and Certified Quality Engineer. Expert has led over 10 internal audit cycles, selecting the appropriate people for audit training, working with them during the first few audits, and later evaluating findings and implementing solutions. Expert's professional view of internal audits is that there should be many findings, since auditor is working with a close group of people who already know the problem areas. This was typically the case with Experts group; many findings were uncovered in all five areas. Subsequently, Expert went through seven registration and surveillance audits with no findings at all. This methodology helped him to improve greatly and catch problems before they became significant.

- Expert believes supplier audits are similar, except that the auditor's role should include that of facilitator. Expert's experience in supplier audits includes those for new business and also for problems. Most audits have been conducted to the TS 16949:2002 or ISO 9001:2000 standards. An ISO standards based checklist was used; this provided quantitative scores for each category. Objective evidence and comments were compiled as the audits progressed. For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.

- When auditing suppliers for problems, Expert uses the Ford Global 8d system to establish a corrective action for the real root cause. This may also involve using the 5 why’s, Fishbone diagram, Pareto chart or other problem solving tools.

- Expert's opinion is that supplier audits should always include the role of facilitator. He is a professionally trained facilitator and has found that the non-confrontational approach produces better, faster results. Expert has held Six Sigma facilitation sessions with 10 suppliers; 8 of the projects met the financial or quality goals and were considered successful.
- He has audited suppliers for potential new business and also for problems. Most audits have been conducted to the TS 16949:2002 or ISO 9001:2000 standards. An ISO standards based checklist was used; this provided quantitative scores for each category. Objective evidence and comments were compiled as the audits progressed. For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics were implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.
- Expert has facilitated over 200 8d’s and found that the most effective methods for finding root causes are Pareto charts, Fishbone diagrams and the 5 why’s. They allow the supplier and customer representative to prioritize the problems and attack the most important ones first.
- Expert understands that international suppliers pose communication problems for many US customers. Therefore it is important to establish easy to use mechanisms for exchanging information, such as extranets. Expert has implemented this tool many times for Quality problems, Purchasing items and Delivery schedules; it allows vendors and customers to use the same base information, so the opportunity for error is diminished.
- Expert implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a 12 month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed him to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the cost impact.


- Expert's experience with SPC is from the AIAG (Automotive Industry Action Group) manual. He has implemented this system in two manufacturing locations and used it at numerous suppliers to solve production problems.
- Expert's professional opinion is that basic implementation of SPC is done best with paper charts, so there is a general understanding of what is needed. Initial studies will provide data on averages, optimal subgroups and standard deviations needed to establish control limits. Expert started two implementations using paper charts, for both training purposes and visibility. Visibility of the charts will ensure the production personnel can see the charts, ask questions, and know you’re serious about the implementation.
- Interpreting the charts for control is relatively simple if the proper training has occurred. There are four rules to follow for the basic Xbar R charts, including 7 consecutive points above or below the average, points beyond the control limits and also non-random patterns. These interpretations should lead the trained interpreter to common or special causes. Capability indices (Cp, Cpk, Ppk) can also be calculated for processes under statistical control.
- Expert also feels that one of the most important tools for SPC is establishment of corrective actions for out of control items. Quickly identifying an out of control point is important; it is equally important to identify the cause and note it on the chart, then evaluate future readings to determine if your corrective action worked. This has allowed the expert to solidify many 8d actions so that problems do not re-occur.


- Expert led an international benchmarking team in the identification, evaluation and selection of global suppliers. Expert's end goal was to establish a low cost, low error, on time delivery supply base. Thus, he focused first on cost, then quality and delivery. Once the supplier passed the initial cost criteria, Expert held onsite reviews whereby business processes and efficiencies were evaluated, more specifically how the suppliers were using cost savings techniques such as Spend Management, Lean and Six Sigma. Expert also evaluated suppliers for use of basic concepts such as Statistical Process Control and their established ISO systems (such as ISO 9001:2000 or TS 16949:2002). Suppliers were then selected and continually evaluated on their ability to meet price, quality and delivery goals. If suppliers had critical capabilities but poor systems, our improvement team worked with them (onsite) until they were ready to be re-evaluated by a separate team.

- For those suppliers not meeting standards, a continuous improvement effort was initiated; a facilitated goals setting session was held and performance metrics implemented. Most of these metrics dealt with operational improvements such as Productivity, Delivery and Parts per Million Defect Rate. Action plans were generated and progress measured in monthly meetings with the suppliers.


- Expert later implemented a Supplier Rating System that provided quantitative data on a supplier’s performance over a three month period. Measured areas were Quality (PPM defect rates), On time Delivery and Purchasing performance. This system allowed him to view all suppliers in performance groups; the groups were Preferred, Qualified and Probation. Preferred and Qualified suppliers were given the opportunities for new business. Probation suppliers were either improved or desourced, depending on the financial implication.


Array

Expert may consult nationally and internationally, and is also local to the following cities: Virginia Beach, Virginia - Norfolk, Virginia - Chesapeake, Virginia - Richmond, Virginia - Newport News, Virginia - Hampton, Virginia - Portsmouth, Virginia - Suffolk, Virginia

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Education

Year Degree Subject Institution
Year: 2000 Degree: MBA Subject: Operations Institution: College of William & Mary
Year: 1988 Degree: BS Subject: Mechanical Engineering Institution: Virginia Military Institute

Work History

Years Employer Title Department Responsibilities
Years: 1999 to 2007 Employer: Synerject, LLC (Siemens) Title: Corporate Quality Manager Department: Advanced Purchasing, Quality & Testing Responsibilities: Expert is responsible for Supplier Quality Continuous Improvement and Quality Systems ISO 17025-2005 and 9001:2000. Expert is responsible for Supplier Rating data, with the objective of streamlining proven suppliers and improving or desourcing those who cannot meet cost, quality or delivery expectations. Also responsible for Purchasing Cost Reduction efforts throughout organization, whether via negotiation, alternate technologies or new sources. Expert has signficant contacts, experience and success in low cost offshore sourcing.
Years: 1995 to 1999 Employer: Greenwood Partnership Title: Mechanical Engineer Department: Project Engineering Responsibilities: Project Manager for various construction start up assignments. Expert controlled budget, work schedule and customer interface.
Years: 1991 to 1995 Employer: US Navy Title: Officer Department: Surface Warfare / Boarding Operations Responsibilities: Responsible for leading boarding teams in Maritime Interdiction Operations in support of Operation Desert Storm. Expert was awarded Navy Achievement Medal for leadership and successful accomplishment of over 60 missions.
Years: 2007 to 2008 Employer: Cyintech, LLC Title: Managing Consultant Department: Business Consulting Responsibilities: Six Sigma Black Belt responsible for business process improvement activities. Expert led a team of consultants in the evaluation and redesign of multiple administrative and business processes. End results included elimination of non-value added time and reassignment of personnel resources to more mission-oriented work.

Government Experience

Years Agency Role Description
Years: 2007 to 2008 Agency: USAF Air Mobility Command Role: Managing Consultant Description: Expert evaluated multiple administrative processes for non-value added time and cost. Expert utilized Six Sigma Black Belt skills in pursuit of AFSO21 oriented initiatives such as e-staffing.

International Experience

Years Country / Region Summary
Years: 2004 to 2006 Country / Region: Mainland China Summary: Expert conducted several manufacturing product re-sourcing efforts, with emphasis on low cost manufacturing technologies, machining and molding operations. Expert ensured the Chinese business operations were suitable for a large US company (worker conditions, quality, delivery, English capability and design expertise).
Years: 2004 to 2006 Country / Region: Taiwan Summary: Expert reviewed Taiwanese business operations for low cost re-sourcing efforts, specifically plastic, die casting, powdered metal and metal injection molding. Expert ensured the metrics such as quality, delivery, pricing and worker conditions were compatible with US expectations.
Years: 2006 to 2006 Country / Region: India Summary: Expert was responsible for re-sourcing manufacturing operation from Ireland to India, setting up business structures and contracts, and negotiating pricing, start times and other details of contracts. Currently Expert is responsible for managing customer-supplier relationship and ensuring Indian business customs are respected, while maintaining customer commitments.
Years: 2005 to 2006 Country / Region: France Summary: Expert was responsible for installation of ISO 9001:2000 Quality System in French company location. Expert ensured successful registration, as well as use of metrics and overall improvement of the business segment through ISO.
Years: 2005 to 2006 Country / Region: Ireland Summary: Expert was responsible for de-sourcing manufacturing operation from Ireland to India, negotiating final contracts, build out schedules and decommissioning of equipment. Expert successfully managed closure of business with no schedule interruptions.

Career Accomplishments

Associations / Societies
American Society for Quality (Customer Supplier Division, Six Sigma Forum)
Licenses / Certifications
Certified Six Sigma Black Belt
Certified Quality Engineer
Certified Quality Auditor
Publications and Patents Summary
Publication pending "Improving Productivity through Customer-Supplier Partnerships"

Additional Experience

Training / Seminars
Six Sigma Green Belt (internal corporate training). Set up and measured progress of multiple trainees and their projects. ISO 9001 and 17025 familiarity - conducted internal training for group of 75 persons. Involved manufacturing requirements and how they interfaced with ISO. Trained division segments in setup and use of Purchasing and Supplier Rating Systems. Data used to eliminate or improve problem vendors, justify resource efforts and pursue price reductions.
Vendor Selection
Successfully re-sourced multiple components to offshore Asian sources, including China, India and Taiwan. Successful cost reductions included use of alternate technologies, basic cost negotiation and establishing supplier-customer partnerships with business incentives (higher volumes, vendor consolidation) for both organizations.
Marketing Experience
Established a successful, ongoing business relationship with an Indian firm. This firm was producing similar assemblies to what was needed, but for a different market segment with different needs; Expert led the effort to incorporate our business with the supplier's marketing campaign and roll-out.
Other Relevant Experience
Professionally trained facilitator. Successfully led over 15 Six Sigma improvement projects, mostly through supplier improvement projects. Projects consisted of design, manufacturing process and business process changes that ultimately increased productivity for both organizations.

Language Skills

Language Proficiency
Spanish very basic

Fields of Expertise

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