Joseph J Swatt III

Health, Safety and Environmental (HS&E) / Advanced Quality Management Systems with ASQ Certifications

Engineering / Quality Management Systems with ASQ Certifications

Emphasis in Engineering and Quality Management Systems; Minor: International Finance

AO/QS LLC is a privately owned corporation that provides advanced Executive Management services for manufacturing in the fields of Operations, Quality, Engineering, Supply Chain, Training, Sales, Continuous Improvement, and Lean Innovations within the Automotive, Commercial Vehicle, Aerospace, Military, and Agricultural industries.
 A key executive in developing and driving corporate KPIs for several leading global manufacturing industries.
 Decreased customer warranty costs by over $10M with the placement of in-line Poka-Yoke fixtures and camera vision systems with ZERO increase in production takt time.
 Reduced scrap totals by over $7M and improved downtime at an average of 80% by implementing laser measuring equipment for real-time SPC data, value stream mapping, and ready-made change-over carts.
 Doubled production yield and throughput with the design and training of several Kanban (JIT) systems.
 Decreased production PPM at an average of 50%-80% at nine different companies at eighty-seven locations in ten countries.
 Implementation of dual-sourced purchasing and cost-down projects that reduced downtime at an average of 70%, saving $26M in overspending, achieved and sustained an on-time delivery rate of 99.9% for nine different Corporations.
 Corporate Expert who cultivated and motivated hundreds of cross-functional Kaizen teams to address strategic and financial objectives for mission-critical issues and the transformation of several businesses into profitable facilities within one year by executing turn-around strategies and Lean Six Sigma-based continuous improvements.
 Analytic, results-oriented, ability to predict customers’ needs by discovering business opportunities, and delivering creative ideas with value-added solutions, Resulting in securing the trust of several multi-million dollar contracts and savings of $100’sM in Corporate lawsuits and warranty recalls.
 International and Domestic start-up and new product launch experience as Vice President and Director of American, French, German, Japanese, and Chinese parent companies by overseeing factory construction from a green-field site to over $2.6B in new contracts within twenty-four months.
 Trained, mentored, and certified one hundred-plus Green Belts, eighty-plus Black Belts, and forty-plus Lean Experts to deliver over $880M in operational savings.
 Quality and Operational levels of achievement received under my direction: J.D. Power, Volvo Best Supplier of the Year, Daimler Outstanding Performance, GM Performance Excellence, GM Supplier of the Year, Chrysler Gold Masters of Quality, Lincoln Silver, Freightliner Masters of Quality, Honda Excellence in Quality and Delivery, and Ford Q1.
* Corporate Executive positions with objectives and results listed below from October 1999 – Present
Director of Quality, Continuous Improvements & Lean Innovations | Connecticut, North Carolina, Michigan, France, Germany, and China
* Two-year assignment is a $1B privately owned global leader and manufacturer of innovative high-performance acoustic and thermal management insulation solutions for the automotive/commercial vehicles, aerospace, and agricultural industries to design and implement a new global KPI system to reduce warranty costs and customer defects, oversee the Quality transition from TS16949 to IATF16949, restructure and streamline the APQP processes and procedures, and increase revenue.
 Reduced internal PPM by 8K, decreased scrap by $18M and resolved over 90% of warranty returns, which increased revenue by $68.9M.
 Designed and implemented the new Global Quality Management system and transitioned multiple facilities to the new IATF16949 Quality System with only minor findings during re-certification.
 Created the new global computerized dashboard to standardize in real-time the eighteen known KPIs that drive an organization.
 Implementation of several electronic Poka-yoke vision systems to reduce CoPQ by $18M, eliminated over 95% of customer defects, and 60% of scrap.
 Championed Kaizen events which streamlined the APQP procedure by remapping all gates for ECN, PFMEA, DFMEA, and PPAP processes.
 Put into place the Customer Audit Process to evaluate the product of the competition and to gain insight on up-and-coming projects for better positioning within their organization, and to help in overall Customer satisfaction, a three-step process for Suppliers, and the restructuring of the layered process audit process with Gemba walks.
 Raised Quality awareness and cultural change on the production floor by providing Quality Pillar training, hourly Quality Tech process audits, pre-shift weekly Quality huddles, “Voice of the Customer” whiteboards, and the development of the computerized cross-functional metric boards for employee training of processes and procedures.
Director of Quality and Operational Excellence | 26 Global Operations
* Two-year assignment is a $7B global manufacturer and Tier 1 supplier of injection molded, forged, and metal components to the automotive, aerospace, and agricultural industries to design and implement a new Global Quality System, reduce customer defects, redesign the CAR/8D process, oversee the Quality transition from TS16949 to IATF16949, and increase revenue.
 Reduced internal CNQ from 6.7% to less than .2%, decreased scrap by $6M, DMRs by 79%, and renegotiated all Customers’ requirements to eliminate all previous third-party sorting.
 Transitioned the first eight facilities from TS16949 to IATF16949 with only minor findings.
 Implementation of several work cells with laser measuring equipment and camera vision systems which reduced Customer defects by $4M.
 Directed the roll-out of the new Global Quality System (GQS) to include 8D, MRB, 6S, PDCA, PPAP, SPC, MSA, CMM, SOP, and LPA for real-time statistical data to help drive corporate KPIs.
 Mentored numerous cross-functional improvement teams, resulting in a 33% increase in manufacturing throughput.
Director of Global Quality, Continuous Improvements, Lean Innovations, and Operational Excellence | 14 Global Operations
* Two-year assignment is a $1B global manufacturer and Tier 1 supplier of electrical components for the automotive/commercial vehicle, military, aerospace, marine, and agricultural industries by executing turn-around strategies, change management, and performance evaluations to increase revenue, so this Corporation could be sold.
 Reduced internal PPM by 13K, decreased scrap and warranty returns by $12M and increased revenue by $91.2M.
 Restructured the current SPC and KPI system for real-time statistical data.
 Implementation of electronic vision and KanBan (JIT) systems which reduced CoPQ by $5M.
Executive Vice President of Global Operations and Quality Excellence | Shunde, China / Taishan City, China / Western Europe / North & South America
* Two-year assignment is an $8B Global Corporation, Tier 1 supplier for commercial vehicle, marine, agricultural and industrial industries to Direct a Green-field start-up of a state-of-the-art 11M square foot facility in rural China, create a new global Quality System and secured new contracts from European & American Corporations.
 Created the new global APQP process with all gates, ECN, PFMEA, and DFMEA systems that were TS16949 compliant.
 Implementation of a complete bilingual TS16949 and ISO14001 Quality System with all processes and procedures for 8D, MRB, 5S, PDCA, PPAP, SPC, MSA, CMM, SOP, LPA, KPI to include a real-time computerized metric production board, and a monthly Management Review.
 Helped secure $2.6B in new contracts by installing in-line laser measuring equipment, camera vision systems, and Poka-yoke fixtures into the design of the work cells to eliminate current competitors’ defects with ZERO additional takt time.
Director of Global Quality and Monozukuri (Continuous Improvements) | Osaka, Japan / Alabama / Illinois
* Two-year assignment is a $100M Corporate Tier 1 supplier to the automotive, aerospace, and agricultural industries to train North American facilities to the new Monozukuri system (TPS) to increase revenue, reduce Customer defects, dual source suppliers, and increase revenue.
 Championed the President’s cost-down PPV projects with Supplier Audits saving an average of $15.4M in indirect materials per facility.
 Designed online training courses that certified fourteen Black Belts and twenty-six divisional Green Belts.
 Mentored numerous cross-functional improvement teams, resulting in a 21% increase in manufacturing throughput.
 Reduced internal defects at an average of $1.7M, decreased scrap and warranty returns by $4.9M, and increased revenue by $21.2M per facility.
Director of Operations, Quality, and Continuous Improvements | Michigan / South Carolina / Georgia
* Two-year assignment is a $14.9B Corporation, one of the world’s largest Tier 1 suppliers to the automotive and commercial vehicle industry to oversee the start-up of four gray and ductile iron foundries in South Carolina and Georgia, implement a robust TS16949 Quality System, and secure new contracts from Daimler Chrysler (now FCA), Mercedes, Ford, and General Motors.
 Successful start-up at $4M under budget and set new standards in the forging industry at all four facilities.
 New product launch from day one at Engineering to signed PSW with less than 30 PPM within three months for eighteen high-running production models.
 Designed new processes and procedures for using cutting-edge technologies for the reuse of scrap and the collection of real-time KPIs.
 Implemented a complete TS16949 Quality System with all processes and procedures for 8D, MRB, 5S, PDCA, PPAP, SPC, MSA, CMM, SOP, LPA, and a monthly Management Review.
Corporate Quality and Operations Expert | Ingwiller, France / North Carolina / South Carolina
* Two-year assignment is a $7.1B (60 facilities) Corporate Tier 1 supplier to the commercial vehicle industry to consolidate three manufacturing facilities into one state-of-the-art facility in North Carolina, oversee the Quality transition from ISO9001 and the European Quality standards to TS16949, reduce Customer defects, and increase revenue.
 Successfully consolidated two manufacturing facilities from South Carolina and one manufacturing facility from France into one state-of-the-art fully integrated facility in North Carolina three months ahead of schedule with an $82M budget savings.
 Reduced customer defects with this new facility from over 6% to less than .2% PPM and internal scrap savings of over $1.8M.
 Implemented a new TS16949 Corporate Quality System to include processes and procedures for 8D, MRB, PDCA, PPAP, SPC, MSA, CMM, SOP, and LPA.
 Created a metric-driven organization by designing the “MOS” chart for real-time KPI, and the new monthly Management Review.
Corporate Quality and Operations Expert | Gerlingen, Germany / South Carolina
* Five-year assignment is a $13B Corporation, one of the largest Tier 1 suppliers to the automotive /commercial vehicle industry. Commissioned as a Quality and Operational Expert to investigate and reduce Customer defects due to a $200M lawsuit filed against this Corporation based on a thermal event, overseeing the Quality transition from ISO9001 and the European Quality standards to TS16949.
 Cost savings of $160M from the $200M lawsuit by designing and implementing several computerized quality inspection stations resulting in an 80% reduction in internal quality defects and a 25% improvement in manufacturing throughput.
 Certification of ISO18001 to assemble the internal components of diesel fuel injectors, under magnification, in a contamination-free clean room.
 Designed and implemented new gauge calibration software and observed a 90% decrease in overdue, outdated, and lost gauges.
 Helped implemented a new TS16949 Corporate Quality System to include processes and procedures for 8D, MRB, 5S, PDCA, PPAP, SPC, MSA, CMM, SOP, and LPA.
 Created a metric-driven organization by designing the “BOS” chart for real-time KPI, and the new monthly Management Review.