Thomas Landry

QUALITY EXECUTIVE CONSULTANT:

Focusing on Process optimization and KPI development consultation across different industries with a specific emphasis on cost savings, quality metrics or both. As a QMS director with experience developing ERP/MRP/ and PLM databases from the ground up to meet initial milestones and long-term objectives.

From a people perspective; Developed and conducted training matrices for Quality / Lean Six Sigma / and Change Management programs.
Highlights & Clients included, but not limited to:

 ASM – QMS Owner and Architect for the Global Organization reporting directly to the board. Directly involved in the development and implementation of SAP/PLM/ and MRP.
 ASML – Supplier Quality Manager – Owner and Developer of the spare parts program that saved the company more than $150 million and has improved reduced the number of Issue Resolutions by 50% over a 2 year period.
 GE – Lean Six Sigma Director responsible for $20 CapEx annually and all continuous improvements for Power Conversion. (16-Plants). Develop Model line concepts using single piece flow and production staging that improved Takt time by 80%

TOTAL QUALITY DIRECTOR (TQM) - Reports directly to the VP of Corporate Quality and responsible for establishing, maintaining, and continuously improving the Quality Management System for ISO 9001 compliance, global procedures, and corporate quality metrics. Leading and developing a team (11 headcount) of direct and indirect reports, including Sr. Manager of TQM and Sr. Manager of Analytics. Developing the Quality Management System to meet ISO 9001:2015 Compliance for the Global organization. Drives data-driven approaches to identify areas of quality non-compliance and customer dissatisfaction. Lead and collaborate with individual contributors, in support of development and implementation of improvements to the entire ISO 9001; 2015 Quality Management System. Foster and maintain the “Voice” of the customer quality mindset throughout the organization. Manage the Recertification program for ISO 9001, conducting bi-annual audits at certified facilities in Europe and Asia. Highlights:

Establishing, tracking and trending metrics/corporate dashboards (C-Suite/Executive) to ensure QMS effectiveness and first-time-right of non-conformance investigation, countermeasure implementation, and risk mitigation.
*Leading programs to improve systems and processes, such as:
* Incident Management: Brought in a temporary program in order to meet immediate needs, while developing long term solution for integrated quality management system within ISO compliant standards.
*Change Management: Created the “Skill Matrix” training program for ASM in order to order to establish quality expertise in the company, including a Train the Trainer (TtT) certification program for instructors and the development of training material such as RCA investigation, Internal Auditing concepts, and both greenbelt and blackbelt certification through the ASQ program.
*Additionally, leading the Risk Management and Internal Auditing Program, Supplier Quality Portals (i.e., root cause investigations and resolutions), and Product Lifecycle Processes (PLC). - Established integration of quality management with Product Life Management (PLM), Enterprise Resource Planning (ERP) and Manufacturing Resource Planning (MRP), resulting in cost avoidance of $8M recurring just in the last Q3 2023.
*Established a Data Governance and Data quality program to ensure single source of truth and to hold IT to a quality standard of releasing software or providing Change Request support for the continuous improvement programs.

*Worked effectively in fast-paced environments.

SR. ENGINEER | SUPPLIER QUALITY ASSURANCE MANAGER (April 2019 to Sept 2022) - Drive the Supplier Quality Assurance competencies to the next level by leading, embedding and anchoring change initiatives focused on competence development. Responsible for change and project management for product and process development, focused on competence deliverables, while aligning across all sectors of the business. Serve as Project Lead and manage a team of direct and indirect reports, with a matrix reporting structure, including Supply Quality and Drawing Engineers across India and Europe. Key contact for the program organization ($2M operational budget) with respect to readiness of the SQA deliverables in the design and NPI process. Developed Spare Parts program and drawing quality to meet the needs of our Customer Service program. Highlights include, but not limited to:

*Developed Spare parts program, successfully addressing the growing backlog and poor First Time Yield (FTY) of less than 20%. Overall improvements included a First Time Yield of 98% which led to a reduction of the Engineering change process from >50 to  Optimization and process development of the NPI program, including Statistical Process Controls (SPC), Failure Mode & Effects Analysis (FMEA), testing protocols at suppliers, supplier training, problem solving processes (8D + 2, DMAIC, Shainin), and the development of the first article inspection process to coincide with supplier deliverables (50+ critical suppliers).
*Certified Lead Auditor at ASML to drive improvement projects at critical suppliers and supplier account teams within ASML.
* Created SPC policy for ASML worldwide to address guidelines, targets, and legal obligations of mandates and responsibilities.
*1 of 10 Competence Center members - Participated in a company-wide competence center to develop and consolidate the many “Issue Resolution” programs down to two (A3/8D), including developing and facilitating training and assigning ownership for a single database, capable of electronically retrieving information from SAP and Team center, increasing data accuracy, reducing administrative effort, and ensuring the focus was on “time to containment” while preventing reoccurrence at the customer.

OPERATIONAL EXCELLENCE MANAGER/QUALITY ASSURANCE (2016 to April 2019) - Managed and developed the Quality programs for the supply base, ensuring part performance meets or exceeds the expectation of ASML. Supported the Cycle Time Competence Center for SCM. Primary projects included Down Time and Cycle time reduction in the end-2-end process. Built-up and develop technical competences within ASML by creating a Lean Six Sigma program used to manage suppliers (Green Belt certification). Created long term roadmaps and annual quality plans to address history related issues and annual CI programs. Drove KPIs/Metrics, addressing quality scores and delivery metrics while proactively driving supplier metrics like FTY, OTD, OEE, and Safety. Worked with ASML stakeholders to shape our future supply chain and lock-in Quality requirements early in our development cycle (NPI development). Create process improvements at suppliers, actively participating in improvement projects at suppliers (cycle time reduction, cost of goods reduction). Contributed ASML sourcing strategies towards 2020 Future Mode-of-Operations. Highlights:

*Vendor & Supplier Management contracts include Ziess, ProDrive, New Ways, Panasonic, and Benchmark (200+ suppliers), and cross-collaboration on a global level (i.e. U.S., Taiwan).
*Developed n-tier suppliers’ operational excellence programs, such as RCA capabilities, 8Ds, and cost of quality improvements.

*Received corporate quality recognition for solving of an intermittent issue that contributed to hundreds of failures of 5 years from a black box design (supplier owned design). Determined specifications and productions final testing protocols were not aligned during NPI process and engineering changes added complexity to the issue. Changed and implemented Factory Acceptance Test (FAT) process, ensuring future black box designs were aligned to the internal customer specifications.
*Conducted value stream event and coached production team leaders to address the poor cycle time of calibration wafers needed to install and align lithography machines for customers (i.e. Intel, TSMC, Samsung, and Micro). The results allowed production to sell 1 of the 3 machines ($65M Euros) to customers, while improving overall cycle time by 75%.

GLOBAL LEAN DIRECTOR/MASTER BLACK BELT, GE Power Conversion (2012 to 2016) - Managed the global development and implementation of Lean Six Sigma operations for the power conversion platform. Responsible for all operational processes and coordination of global site leaders’ goals and objectives and managing a $20M capital expenditure budget. Oversight of all plant metrics in coordination with the COO and business objectives. Highlights:

• Created a lean vision and plan for 6 plants (Paris, Berlin, Hardgrove England, Scotland, Shanghai, Brazil), with combined sales of $2B.
• Managed Variable Cost Productivity (VCP) reduction of $40 Million, with 276 active projects in 2013/14 involving 30+ personnel.
• Coordinated Wing-to-Wing activity for Power Conversion. Based on CEO’s vision, established the future-state VSM and road maps to achieve a 15% cost margin, equaling $45M in total platform savings
• Aided in changing the business concept of selling highly customized solutions to using building blocks and standardized products. Production increased 30% while maintaining the current workforce. Customer solutions were defined within 1-2 days, instead of 260 days.
• Developed/implemented Lean/Quality training for 3K EE at 4 levels; Reduced cycle time for production lines by more than 50%; and created Zero defect mindset system to change FTY from 0% to 80% within 6 months, eliminating repeat issues and directly addressing warranty claims.
• Conducted a companywide VSM (Value Stream Mapping) and executed 64 major Kaizen events, changing the business landscape. In order to fill production lines and factories without severely increasing the amount of designers the company portfolio changed from 90% fully designed products, 5% modular products, and less 5% standardize products to 65% modular design, 20% off the shelf products and maintained 15% fully designed new products. GDP increased by $50M in its first year of applications and made its first profits since GE purchased the company 3 years earlier.

LEAN DFSS/DMAIC-BLACKBELT, GE Thermal Systems & Gas Turbine Engineering (2010 to 2012) - Drove cultural changes, method consistency and Lean in key processes throughout engineering using Six Sigma, Lean and traditional quality management tools. Mentored 30+ individuals and ran the greenbelt certification program for 250+ Engineers. Utilized DMAIC, DFSS, CAP, Workout, LEAN and other Quality tools and methodologies to identify process gaps and lead change. Highlights:

 Managed cost and cycle improvements of $20M for Center of Excellence (COE) and System Engineering, and drove the reduction of open RCA’s by 75%.

LEAD SOURCING QUALITY ENGINEER (ELECTRICAL), GE Energy Infrastructure (2008 to 2010) - Managed supplier activities directed towards process control and quality assurance of business components. Provided leadership to drive growth in business cooperation between GE and supplier base. Established a structured approach for consistency and adherence to quality procedures and requirements. Worked closely Infrastructure businesses to conduct First Piece Qualification (FPQ), quality surveillance, and compliance audits. Green Belt certification. Highlights:

 Assisted the supplier approval process including manufacturing, technology, and Environmental Health and Safety (EHS) risk analysis
 Developed suppliers for new product introduction from ground floor, white papers, and auditing.

SR. SUPPLIER QUALITY ENG., GE/Robert Bosch LLC (2007 to 2008) - Led projects to improve cost and quality of manufacturing processes, products and purchased components as the technical team lead for 5 Engineers and 3 technicians. Coordinated supplier’s QA activities and developed of supplier base/dual sourcing of key components. Led implementation of engineering changes, impacting elements of the production process.

SUPPLIER QUALITY ENG., GE/Mercedes Benz US International Inc. (2003 to 2006) - Developed, implemented and controlled quality assurance systems at the suppliers and coordinated PPAP processes. Managed 3 direct report and 7 indirect quality personnel. Assisted Engineering Manager with electrical SQE’s and coordinated 8 Engineers in the development and capacity improvements of their suppliers. Performed Advanced Product Quality Planning (APQP) to ensure smooth transition from initial design to production.

ENGINEERING COORDINATOR MARKET QUALITY, GE/Honda of America Manuf. (1999 to 2003)
Acted as the technical leader for identifying and prioritizing market problems and lead root cause analyses. Managed 2 direct reports and 6 indirect reports. Analyzed market information to identify trends leading to countermeasures activity. Saved $18M in supplier related warranty cost. Designed and built mobile test equipment and conducted recall investigations.

I spent my 11+ years running an electronics repair shop for Navy Aviation, while earning a Degree in Electrical/Electronics Engineering from Old Dominion University.

I managed 45 individuals for 3 years