Project Management

Experience and Achievements

Feedback in performance reviews say that leading technical project teams in problem solving, design, development, test and implementation of mechanical systems is one of my strongest assets. Management of multidiscipline teams to accomplish defined technical objectives is a professional strength. Determination and persistence are also personal strengths.

Product Engineering Team Leader Eaton Marine Hydraulics, Lansing, Michigan 1986-1990

Led project team in developing major new product for division – power steering unit for large outboard marine engines

• Direct line supervisor of 2 engineers, 1 designer, 1 detailer, 1 model maker, and a test technician.
• Managed all aspects of project including timing, cost, and personnel.
  • Acted as primary interface with vendors with respect to component specifications, cost and scheduling.
  • Established in-process testing parameters. Oversaw build and purchase of process test equipment.
  • Reviewed, revised, and approved final draft of receiving inspection procedures.
  • Developed qualification test plan and coached test technician.
• Facilitated communication with OEM customer as a tier one supplier. Maintained
  communication with customer R&D engineers, purchasing agent, and customer's quality assurance personnel.
• Utilized Harvard Project Manager to construct timing schedules (Gantt/PERT charts) and to schedule necessary resources.
• Managed critical path items.
• Established assembly procedures for pre-pilot production builds. Trained supervisors and production personnel in assembly and testing procedures.

Sr. Project Release Engineer, Body Closures/Spaceframe, Saturn Corporation, Spring Hill, Tennessee 1994-1998

• Door system High Risk Issue Champion (HRIC) for 1996 Saturn vehicle program. Acted as a focal point for launch issues for door systems. Laid out detailed action plans to overcome “no build” issues, and determined appropriate facilitators for each action item. Reported progress to upper management daily/weekly. Formulated solutions to both technical and non technical issues. Coordinated multidiscipline team consisting of designers, manufacturing engineers, supplier quality engineers, suppliers, operations leaders, tooling engineers and management from Body Systems, General Assembly & Vehicle Interior Systems.
• Led the current vehicle project engineering team in the implementation and maintenance of QS-9000 certification. Implemented business systems to conform to written procedures as described in Quality Manuals, Saturn Business Procedures, and Engineering Business Processes.

· SMT co captain for door systems during launch.

Vehicle Project Engineer, Sedan, Coupe, SUV Saturn Corporation, Spring Hill, Tennessee 1998-2006

• Made strong contributions as both a designer and a project manager through all phases of vehicle development from concept (studio) to vehicle launch and ongoing production. Have a strong focus on vehicle level integration of systems and components.
• Led project team consisting of designers, validation engineers, quality engineering, manufacturing engineering, finance, purchasing and production/operations personnel. Resourced supplier for entire weather-strip systems for 2 vehicle models. One year project. Project reduced product cost, met project budget, improved part quality, reduced warranty cost, and was completed on time.
• Utilized Microsoft Project to manage timing. Created Gantt and Pert charts for each component of system. Allocated and leveled appropriate resources.
• Selected by the Chief Engineer and Executive Engineering Director to lead production launch issue teams at Wilmington Assembly, Lordstown Assembly, Shreveport Assembly in addition to leading teams for several model launches at Spring Hill Assembly.
• Chosen as project leader for the ION side door closing effort reduction project. Major warranty and JD Power issue. Lead team in extensive study to identify the primary root cause of high door closing efforts and substantially reduced them. 
  Both internal and external quality measures showed a 30% improvement. JD Power issues dropped by 10 pph.

Quality Engineer, Crossover Vehicle, General Motors Corporation 2006-Present

• Managed quality and launch activity for 8 suppliers during launch of 2009 Chevy Traverse.

Formal Education and Training Relavent to Project Management

• MBA JIU, Centennial Colorado.
• One Page Report Writing
• Total Product Development Process
• Concurrent Engineering Principles
• Microsoft Project Manager
• Partnering With Internal and External Stakeholders
• RACI Diagrams