Greg — Quality Manager

Quality Manager Responsible for day to day operations of incoming supplier quality through outgoing quality of floor carpets and sound insulations to OEM. Supply to BMW, Mercedes, and Nissan. Oversee daily activities of 2 quality engineers, 1 quality supervisor, 4 quality techs, and 5 customer liaison positions

Responsible for quality performance of Greeneville TN facility in the manufacture of fuel pumps and fuel modules for the automotive industry. Manage three quality engineers and one supplier quality engineer and five quality auditors. Manage day to day quality issues and interact with customers to ensure that all quality concerns are addressed in a timely manner along with responsibility for the quality management system and adherence to TS 16949 and internal TI quality system requirements. Monitor and report monthly performance to key plant indicators to senior management along with developing the internal team on quality objectives and targets. Led the team to reduce customer issues by over 50% in 2016 and successfully pass all internal / external audits

Responsible for quality performance of the Easley SC facility and the Reggio Emilia Italy facilities, representing the Comatrol business unit in the Global Quality Deployment Team which is made up of the Quality Directors and Vice Presidents for all business units in the Danfoss organization. Reporting monthly results, guiding the activities of implementing new systems and QMS improvements. Quality Manager Responsible for managing all activities of the quality department. Leading the team to develop and implement processes and procedures to improve the quality on an operator dependent assembly process. Responsible for leading the facility in preparation for customer audits as well as Quality Management System audits. Generating training plans for problem solving techniques and quality tools for plant personnel, driving the ownership and accountability into the manufacturing process and equipping the associates with the tools required to improve their processes and part quality

Member of SauerDanfoss Group. Responsible for typical quality engineering duties, developing and fostering good working relationships with customers, generate PPAP packages, complete 8D's, internal auditing and working with external auditors, developing and implementing quality systems. Introducing automotive quality systems to improve low volume high variability labor intensive manufacturing processes. Greg Page #2

Contract - Performed contract work for various customers in quality systems management and auditing. Worked with Volkswagen Chattanooga for 3 months auditing suppliers and performing on site containments

November 2008 - December 2009 Directed all activities related to Quality System Management as well as all TS and internal quality system implementation. Led all plant activities related to health, safety, and environmental issues

Quality Systems Manager / Health & Safety Manager, Quality Systems, / Health Safety & Environmental Manager November 2008 – December 2009 Directed all activities related to Quality System Management as well as all TS and internal quality system implementation. Led all plant activities related to health, safety, and environmental issues. Quality Manager, November 2007 – November 2008 Led and developed an effective quality team that reduced our customer PPM defect ratio from 15,000 to 400 in seven months and with continuous improvement activities resulted in a six month rolling average of 8 in November 2009. Key Accomplishments: Trained production personnel in problem solving methods and mentored problem solving teams that led to the reduction of PPM and quality issues and improved relationship with customer increasing customer satisfaction. Developed a quality team out of several individual quality professionals and empowered them to be successful and created personal ownership within them resulting in the several quality improvements and obtaining our PPM and quality goals and objectives. Directed all plant activities relating to health, safety, and environmental issues resulting in over 400 days without lost time accidents. Implemented an early warning system to identify potential safety issues and put corrective measures in place to eliminate the concern and prevent them from becoming OSHA recordable incidents. Developed and implemented Intelligent Design of Job Rotation to aid in reduction of repetitive motion injuries. Created plant Emergency Response Plan in conjunction with Fountain Inn Fire Department, which outlined plant evacuation procedures, and Emergency Communication Plans. Implemented corrective actions to eliminate over 95% of the plants most severe ergonomic concerns through work package balancing and implementation of fixtures and assembly aids to prevent ergonomic injuries. Created a visual management tool for plant poke yoke / ergonomic status that was adopted as best practice for seating division. Developed Safety Committees that performed monthly safety audits and maintained corrective action plans to eliminate any safety concerns. Implemented Kami Shibai auditing process, which was deemed Best Practice by CEO and rolled out to all other facilities in seating division. Reduced direct labor requirement by 21% on main assembly line through lean manufacturing techniques. Improved problem solving methods improved first time pass ratio along with elimination of rework and overtime.

New Model Project Manager – January 2007 – November 2007 Managed activities of all Supplier Quality Assurance Engineers to achieve 100% compliance to all milestones of Advanced Product Quality Planning activities from supplier nomination, supplier auditing, and supplier selection. Section Manager Interior & Safety Restraint Systems – September 2000 – January 2007 Led the supplier quality assurance activities of 20 engineers responsible for the quality of all interior components supplied for all vehicle models from cradle to grave produced in Spartanburg, SC. (100K – 120K vehicles/year) Key Accomplishments: Achieved the highest quality rating for the first 30-month vehicle launch in BMW history with 0 supplier related quality issues at Start of Production. Implemented a Reliability Testing method for safety critical parts, which resulted in savings of over $750K per year while maintaining integrity of components with statistical evidence. Developed and implemented Reliability Launch Methodology for critical parts with historical problematic launches and achieved an on time launch with no supplier related quality issues. Led the Interior group from historically the worst quality record of Monthly Supplier Quality Ratings, averaging 60%, to achieve 100% of Plant Objectives. Managed the turn around of key critical suppliers resulting in the achievement of quality targets, improving takt time, and removed them from the Critical Supplier List. Performed quality system audits at suppliers to assist in awarding business and driving improvements in their systems. Senior Supplier Quality Assurance Engineer – January 1998 to September 2000 Managed multiple suppliers to achieve quality targets and on-time delivery resulting in obtaining all plant targets and objectives. Key Accomplishments: Directed the efforts of supplier's management teams to achieve BMW quality specifications and improving efficiency of their production lines. Implemented poka yoke, or mistake proofing systems at supplier for safety critical components which improved first time pass rate and ensured that safety systems would not be compromised. Managed suppliers through all phases of launch of new model launches.

November 1995 to December 1997 TRW Vehicle Safety Systems Inc.- Cookeville, TN (Tier 1 supplier of driver and passenger airbags to automotive manufacturers)

(Tier 1 automotive supplier for fluid / vapor transfer components) Supplied transmission oil cooler lines to OEMs from tubing components supplied in house and supplied hoses from Mark IV, Anchor Swan, Dayco, etc., implemented QS9000 Quality Management System. Quality Manager, November 1994 to November 1995 Interim Plant Manager, July 1994 to November 1994 Operations Manager, August 1992 to July 1994

(Tier 1 manufacturer of starters and alternators) Startup of new plant and implementation of production lines. Trained in Japan on Toyota Production Systems and was responsible for 3 machining centers producing starter housings for Japanese and North American Automotive OEM facilities. Implemented all in-process quality standards and Visual Factory techniques

Machine Line Supervisor - October 1987 to November 1989

Machine Line Supervisor – October 1987 to November 1989 Manufacturing Engineer – August 1986 to October 1987 Management Trainee – November 1985 to August 1986