Jim Lung

Purchase $4B in Stampings for FCA North America. Manage 8 buyers across the following commodities, Upper/Lower Body Large Stamping Assemblies, Class A Stampings, Stamped Bumpers, Fine Blanking, General Stampings. Continually push to team to improve quality and drive down cost using competitive quoting process.

Supplier Quality launch team lead for the all “new” 2017 Chrysler Pacifica Minivan. Managed 6 SQE’s at Windsor Assembly Plant during the launch phase for 6 months to manage and direct issue identification and resolution. My team managed over 1600 parts from over 450 suppliers worldwide.

Managed 4 Supplier Quality Engineers. Continually work with suppliers to improve performance, implement process control and quality plans. Interact routinely with Purchasing, Engineering and Suppliers to pro-actively improve quality of components. Worked with engineers to ensure the PDR and PPAP process were followed correctly.

Model Responsible Quality (MRQ) for the Chrysler 200, Chrysler 200 Convertible Dodge Avenger, Jeep Compass and Patriot. Responsible for ensuring customer expectations are met or exceeded as measured by the six types of quality. Methods included in achieving high quality are SAQ (Single Agenda for Quality), quality Key Performance Indicators, 3rd party metrics i.e Consumer Reports and JD Powers. Led Industrial Head Reviews with Senior Management.

Drove process optimization initiatives for Product Engineering, Global Parts and Service, and Sales and Marketing. Drove a structured process approach to analyze business processes, identify opportunities and risks. Also provide tools to implement process optimization while managing risks and without compromising quality or delivery. Results for the initiatives above have produced a savings of $23.2M in 2009.

Made recommendations to the CEO and executive leadership on vehicle programs that minimize investment while maximizing revenue and efficient utilization of Chrysler manufacturing facilities.

Investigate future vehicle programs and develop business case studies to determine financial feasibility of the programs. Presented and received approval from Sr Leadership on the 2010 Jeep Grand Cheerokee and Dodge Durango.

Responsible for plant loading for all North American Operations, which included 18 assembly plants. Coordinated with Sales/Marketing, Volume Planning, Product Engineering, and Manufacturing Engineering to optimize assembly plant capacities, and deliver optimal solutions. Lead team on all special plant capacity assignments to ensure that the company is using the plant assets to their full potential.

Led team in the launch of the front and rear axles for the 2003 Durango. Responsible for achievement of all program targets cost, performance, quality, and timing. Lead strategic planning working with engineering to create a business plan for future work in the facility.

Supervised 24 hourly employees in the case/carrier/shaft machining department, worked as part of the Detroit Axle team to reduce parts per million by 200% and save the plant 21 million dollars in 2002.

Decreased cost by increasing throughput and reducing overtime in the departments.