Megan Switzer

• Directed quality assurance teams, shortened validation turnaround times and reduced customer complaints.
• Authored documentation for internal use by QA personnel, setting guidelines for review activities and reporting requirements.
• Established and oversaw company-wide Quality Management System (QMS), maintaining compliance with [Area of certification] and enhancing internal outcomes.
• Oversaw QA operational activities such as sampling, inspection and line monitoring, verifying compliance with prescribed fault rates and tolerance goals.
• Drafted internal QA policies on factors such as design controls, product realization activities, validation techniques and more.
• Implemented training programs to enhance the skillset of the Quality Assurance team members.
• Reduced production defects by identifying root causes and implementing corrective actions.

Manage a team of greater than 225 (400+ at peak) associates focused on the overall inventory health and quality within RIC2. Developed a staffing model for the facility based on strategic counting.

Launched RIC2 as ICQA Ops Manager and was responsible for the development of the staffing plan, training of associates (hourly and salaried), and implementation of programs as well as software testing for all operations prior to go live

Lead a Kaizen for Transship In stow that saved an estimated $340K over 12 months as well as a reduced of quality defects associates with case stow.

Learned how to write basic SQL queries to access quality related data for OB, IB, and ICQA.

Responsible for daily and weekly reporting of quality metrics as well as action item development to improve overall building quality.

Managed a team of 42 technical employees including a maintenance reliability manager, supervisors, planner, MRO supervisor, and technicians at a 300 person bakery.

Developed the 2011 capital plan and the 5 year capital plan. Ensured timely development and approval of 2011 capital projects.

Improved the maintenance performance by improving the PM completion rate by 15% and reduced unplanned downtime by 10%

Educated maintenance staff on importance of preventative maintenance resulting in better PMs.

Effectively managed maintenance spending through first 4 periods resulting in greater than $200K in positive maintenance spending variance.

Managed a team of 38 technical employees including engineers, maintenance manager and supervisors, maintenance planner and technicians, storeroom manager, and purchaser for a 160 person plant.

Ensured appropriate prioritization of $10 million annual capital budget and implementation for all capital projects including equipment installations and upgrades, equipment purchases, and facilities upgrades and additions. Oversaw all maintenance activities to optimize the use of personnel while improving equipment reliability and reducing maintenance costs.

Improved the maintenance performance by improving the PM completion rate by 25%, reduced unplanned downtime by 15%, reduced maintenance overtime costs by 30% in addition to other improvements of critical maintenance objectives.

Championed cultural changes with regards to safety and quality within the department.

Reduced maintenance spending by $200K from previous year by identifying high cost assets and committing engineering resources to improve the assets overall performance.

Ensured timely completion of capital projects including a $2.5 million capacity expansion, two building expansions totaling more than $1.5 million, and a $1.7 million reliability improvement project.

Directed 52 engineers, supervisors, and technicians in a cleanroom environment making microchips with a significant focus on quickly identifying process capacity and yield improvements to stay competitive in a fast paced industry.

Drove implementation of 5S principles within the department.

Utilized lean manufacturing principles such as VSM, SMED, and OEE to increase capacity on the bottleneck toolset by 18% in 6 months.

Developed and managed a $22 million annual budget including identifying cost reduction opportunities related to spare parts and raw materials usage.

Oversaw the development, implementation, and successful start up of new process within the department.Directed 52 engineers, supervisors, and technicians in a cleanroom environment making microchips with a significant focus on quickly identifying process capacity and yield improvements to stay competitive in a fast paced industry. Drove implementation of 5S principles within the department. Utilized lean manufacturing principles such as VSM, SMED, and OEE to increase capacity on the bottleneck toolset by 18% in 6 months. Developed and managed a $22 million annual budget including identifying cost reduction opportunities related to spare parts and raw materials usage. Oversaw the development, implementation, and successful start up of new process within the department.

Performed both internal ISO audits and external vendor audits to assess the strength of the quality systems.

Initiated Corrective and Preventative actions and ensured timely and effective completion of actions.

Lead scrap reduction team for the factory resulting in a 14% reduction in scrap.

Became an ISO Lead Auditor and ASQ Certified Quality Engineer