James McHugh

Adaptable Quality Manager with 5 years background in implementing and developing improvement processes through collaboration with cross-functional teams. First-rate computer, analysis and research skills. Specialties include achieving set targets, generating new strategies and maintaining accurate records.

Internal Audit Team Lead/Coordinator

As Audit Team Lead Was able to lead an internal audit team for a plant one year into the BRCGS audit system which last received a B grade. In one year was able to get the plant ready for the annual audit which resulted in an AA grade. Have Lead the audit Team for 6 BRCGS audits across 2 plants with the last audit in Bolingbrook resulting in no findings

Have run point on a BRCGS audits as well as ran point on 10 customer audits and conducted 4 supplier audits.




Food Safety/HACCP Team Lead

Once appointed team lead, I restructured the Food Safety System and have not received a single product Recall, Major Incident Internally, or an Audit Non-Conformance on the system I have implemented.

Continuous Improvement (Quality)

Since joining quality I have lead the Department to an overall decrease of 25% in quality issues comparatively to the increase in production per year.




Have worked as an on-site technical rep for customers, securing over $10 million worth of accounts for a company that generates $50 million in revenue.




Restructured the quality document control and compliance documentation, increasing the use of automation and removing an estimated 5 hours per week of manual labor. Later invested in documentation control software for supplier and customer documents and the implementation allowed our quality tech assigned to supplier relations to be freed of those duties and gain another member for the audit team.




Continuous Improvement (Production)

As new machinery acquisitions and upgrades I found myself assigned to work on various projects, some of them geared towards improvements in production. Moving from narrow web inline water-based print-lamination work to wide web offline solventless print-lamination work. This resulted in an increase in production of nearly 400%.

Implemented production procedures to reduce downtime in the rewind department, increasing production efficiency by 16%.




Supply, Strategic Planning, and Management

Due to lamination issues and lack of support from the current supplier I began working with other adhesive suppliers in the industry and a switch to a new adhesive supplier and thus took over control of supply chain regarding adhesives. I managed to reduce our adhesive systems from 2 to 1 which reduced 10% of weekly downtime for adhesive clean and switch over, as well as an overall cost savings of 7%. As supply chain for adhesives annual orders were made based on business projections allowing the company to avoid price increases and consistently have inventory on-hand. Through 2020 and 2021 our customers only received 1 price increase from adhesive and there were no delays in our 4–5-week order leads times due to adhesive inventory.

ASQ Internal Auditing Basics