(555) 432-1000,
Montgomery Street, San Francisco, CA 94105
Professional Summary
Highly motivated Sales Associate with extensive customer service and sales experience. Outgoing sales professional with track record of driving increased sales, improving buying experience and elevating company profile with target market.
  • CAD
  • Lean principles knowledge
  • Complex problem solving
  • Advanced critical thinking
  • Quick learner
  • Technical problem-solving
  • Works well in diverse team environment
  • SolidWorks
  • ISO 9001:2008


Andrews University Springs, MI Expected in Master's Degree : Business Administration - GPA : GPA: 3.52/4.0 Business Administration GPA: 3.52/4.0
Manipal University Manipal, Expected in Bachelor's Degree : Mechanical Engineering - GPA : Mechanical Engineering
Andrews University Berriend Springs, MI Expected in 1997 MBA : Business - GPA :
Work History
Granite Construction Inc - Engineer
Watsonville, CA, 08/1997 - Current
  • leading supplier of manufactured stamped and fabricated parts to the Toro Company (lawn & garden care) and companies in the agricultural and alternative energy (solar) industries.
  • Applied the principles of lean manufacturing in both engineering and quality by reducing the wastes of waiting, motion, transportation, over production, over-processing, rework and inventory.
  • Computer aided designing (CAD) Created detailed drawings of both parts models and assemblies, with bills of materials, making sure they were detailed yet simple and easy to understand for an operator or the end user, thus increasing the efficiency by as much as 75% in set up times in production.
  • Designed parts and assembly for automated and manual kit assembly systems which would count and package kit components.
  • Other designing experience in racking systems, shelving units, storage systems etc.
  • Modified and created customer CAD drawings and created operation-specific custom prints for faster in-production checks, thus reducing setup and in-process check times by 50% or more and reducing the waste of "wait".
  • Created a standard procedure in drawings for parts involving bends, so forming parts backwards would be reduced to almost negligible, which used to be a huge waste before the procedure was implemented.
  • Created or inputted both simple and complex part models and assemblies into 3D CAD system.
  • Designed press brake laminated dies for Trumpf and Accupresses, welding fixtures, check fixtures, gauges and other poke yoke tools such as pass through templates (laminated tooling was used for prototypes, thus considerably cutting down time and cost of making prototypes).
  • PokeYokes improved quality and reduced the waste of over-inspection, thus saving money and improving quality.
  • Transformed three-dimensional models into flat work pieces using 3D CAD (sheet metal module) to be cut at laser cutting machines, making sure the DXF files were error proof for smooth cuts, thus reducing the waste of rework.
  • Utilized Tops software for Press Brake for offline programming and Tube Laser Programming for tube laser parts.
  • Offline programming reduced setup times at the machine by as much as 80%, and ensured reproducibility of programs.
- Engineer - Design
, , -
  • Analysis, Estimating and quoting.
  • Evaluated customer part design for manufacturability and cost reductions.
  • In one example, by common lining tube laser cut parts, $5000 was saved for every order per week due to both material and time saved, thus cutting down on waste of over-processing.
  • Typical operations at GSMW were laser cutting, sheet metal bending, roll forming, assembly, welding, tube laser cutting, CNC punching, machining, lissmac, vibratory deburring, and other metal fabrication operations for thin and thick gauge in stainless steel, mild steel, aluminum etc.
  • Interfaced with customers to implement any design changes for cost cutting and/or ease of manufacturing.
  • By careful planning in nesting and suggesting common materials, scrap could be used for making good parts, thus saving money for both the company and the customer.
  • Presented tooling requirements to suppliers and solicited quotes.
  • By using laminated tooling, notch and tab technique etc., hard tooling could be avoided, thus saving thousands of dollars in tooling.
  • Calculated manufacturing cycle times and raw material costs, always looking for opportunities to save time and money by quoting similar parts as a group, thus reducing the waste of transportation.
  • Prepared final quotes and presented to customers.
- Project Manager
, , -
  • Set up bill of material and production routing in the manufacturing system (Vantage), with all necessary work instructions.
  • Work instructions were user friendly and detailed, to cut down on time of back and forth communications, and have minimal machine downtime.
  • Prepared Process Control Plan sheets for various operations.
  • This was the single most important part of the process in ensuring both the quality of parts and considerably reducing inspection times (which is one of the 'wastes').
  • The PIPs had to be 'elegant' to make sure neither quality nor speed was sacrificed to make good quality parts.
  • Specified and ordered all required tools, dies and fixtures.
  • Approved all final tooling designs.
  • Coordinated activity of tooling suppliers and production personnel to ensure on schedule first-piece sample production.
  • Reviewed first-piece inspection data and resolved any dimensional issues with quality department and customer engineering; approved new part for production.
  • Engineer - Change Management Engaged with customer engineering to implement design changes to existing production parts.
  • The new revisions had to be compared thoroughly against the old revisions to make sure price adjustments will be made accordingly to avoid any unexpected costs.
  • For example any reduced tolerances would add to the costs, which had to be brought to customer's attention.
  • Coordinated with production scheduler to define transition point from current to revised part design to ensure on-time delivery, which was one of the customer's metric of evaluating quality.
Caterpillar - Quality Manager
Pittsburgh, PA, 06/1997 - Current
  • Reduced the PPM (defective parts) from over 5000 to under 1000 in a 4 year span.
  • This involved a lot of reorganization from top down and careful evaluation of the culture of the company.
  • Evaluated non-conformances, both internal and external for corrective actions.
  • By doing corrective actions effectively, the DPPM improved by 80% over the past 5 years.
  • Led 90 year-old company successfully into first time ISO 9001 audit registration as the Quality Management Representative in just three months.
  • This also attracted much more business for the company, and General Sheet Metal Works is expecting huge growth in the future and working on a brand new 200,000 sq ft facility which is designed around "people and processes" to ensure best quality parts.
  • Implemented and crafted the new Integrated quality system in the company to track CA program, Calibrations, Preventive maintenance and Inspection plans - this was key in reducing defects , having inspection plans that minimized inspection times and minimizing machine downtimes by good preventive maintenance for equipment.
  • Led subsequent surveillance audits and renewal audits - learning from the audit results to improve quality, and further reducing DPPMs.
  • Conducted and assisted both customer and supplier audits - to get new business and maintain the current business.
  • Managed the corrective action program, with root cause analysis (using 5 whys or 8 Ds); evaluated corrective actions for effectiveness.
  • The root cause analysis sometimes warranted new SOPs, which were also great opportunities for prevention.
  • This also led to making training programs, which I both created and executed to prevent future non-conformances.
  • Served as liaison between company and customers for effective and on-time corrective action submission.
  • Established standard operating procedures (SOPs), quality system procedures (QSPs) and work instructions to capture and break down complex processes within the company.
  • This was key in standardizing processes and thus reducing variations in both parts and procedures - hence increasing productivity and improving quality.
  • Updated procedures to ensure they truly reflected what is actually happening.
  • Tracked quality performance both in terms of PPMs and cost of quality, internally and externally.
  • This gave different departments key metrics so they could set their individual goals for improvement, and start a "friendly" competition.
  • The internal quality was tracked as First Pass Yield, so goals seemed higher and not lower.
  • Presented monthly reports to communicate to the executive team and to the rest of the plant the state of quality in the form of Pareto charts, PPM numbers by department and internal and external performance.
  • This gave the executive team feedback into where improvements were needed, and thus proper resources (in terms of manpower and machines) could be allocated.
  • Used pareto charts to determine where most attention is needed; develop training procedures and programs to fill those gaps.
  • Some of the highest non-conformance causes as shown by praetos were successfully reduced by providing right resources for them.
  • Supervised inspection plan program for both initial and in-process production and processes; established frequencies of checks for inspection plans to ensure entire production met quality standards.
  • Set up and managed MMD calibration program.
  • Color codes were made to make sure all measuring equipment was maintained properly.
  • Shadow boards were assigned to each calibration instrument which prolonged their life, thus saving money.
  • Experience with PPAPs, APQP and other advanced planning activities .Due to AQP, the focus was on prevention rather than reaction to problems, and to eliminate firefighting and redundancy.
  • Conducted management review meetings; monitored and analyzed quality goals and objectives.
  • This was key in planning for the resources to keep Continuous improvement on track.
  • Employed engineering skills to come up with cost reduction ideas in production while maintaining high quality standards.
  • Read and interpreted blueprints, technical drawings, schematics and computer-generated reports.
  • Coordinated all aspects of production, including selection of manufacturing methods, fabrication and operation of product designs.
  • Completed project mechanical design while providing technical solutions feedback.
  • Promoted and implemented process improvements company-wide.
SolidWorks (3D) Integrated Quality System ( IQS) Vantage (ERP system) SmartCam (2D) Tube Laser cutting software Nesting software. Microsoft Office Suite Visio Auto CAD and ProE ( Some exposure) Crystal Reports Trumpf Press brake software
Additional Information
  • Kathy Crimmins - Director of Cultural Development General Sheet Metal Works - 574.514.0646 Fully authorized to work in the United States. Volunteered and participated actively at ASQ for the local Michiana Chapter

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School Attended

  • Andrews University
  • Manipal University
  • Andrews University

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  • Quality Manager


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