Keith Beadle
Experienced automation sales consultant and manager
Webster, New York, USA (14580) United States (New York)
Professional Status
Employed
Open to opportunities
About Me
• Experienced and motivated professional with strengths in technical sales, business acumen, leadership and coaching, and factory automation. Degrees in Technical Management and Electrical Engineering Technology compliment more than 20 years of business and industry experience.
• Highly effective at goal setting, tracking progress toward objectives, and navigating around roadblocks. Ability to focus on direction and objectives and execute deliberative courses of action.
• Professional representative of brands and products regionally and internationally. Past business relationships with customers and suppliers in the United States, Canada, Mexico, Europe, Asia, and the Middle East.
• Ability to combine methods and logic with effective communication to quickly evaluate complex issues and generate solutions. Successful at communicating across multiple organizational levels and with external organizations.
• Highly effective at goal setting, tracking progress toward objectives, and navigating around roadblocks. Ability to focus on direction and objectives and execute deliberative courses of action.
• Professional representative of brands and products regionally and internationally. Past business relationships with customers and suppliers in the United States, Canada, Mexico, Europe, Asia, and the Middle East.
• Ability to combine methods and logic with effective communication to quickly evaluate complex issues and generate solutions. Successful at communicating across multiple organizational levels and with external organizations.
Quality Manager
Valeo Electrical Systems, Inc.
February 2004
to July 2006
Rochester
United States - New York
- High volume automotive component manufacturing: Led continuous improvement engineering teams in process and product improvements.
- Improved product quality despite 86% workforce reduction with plan for plant closure. Reduced costs associated with non-quality in a lean manufacturing environment.
Net Result: 2,787,417 annual automotive wiper motors with customer line return rate of 0.425 PPM. - Quickly unraveled and resolved complex automated process and product design related issues in response to early warning data. Communicated directly with customers to address quality concerns and technical process and design related issues.
Detailed Description
- Based on a 12 month rolling average, formal customer complaints related to logistics were reduced from 3.75 per month on January 1, 2004 to .25 per month on April 29, 2005. Successes largely due to the implementation of “scan and verify” barcode label error proofing systems in two Ford production cells and in four General Motors production cells.
- Organized and led a team to create shipping and receiving Failure Mode Effects Analyses (FMEAs) for logistics processes.
- Improved internal process PPM (Quality metric) by implementing innovative strategies for quality control.
Net Results: Internal process PPM was reduced by 34% in the second semester of 2005 with an end result at 63% below budget. Direct labor efficiency improved from 71.6% to 80.4% during same time period. - Quickly unraveled complex product design and manufacturing process related issues in response to early warning data.
Net Results: 0 vehicle recalls and 0 quality catastrophes with 52,676,736 assemblies and sub-components produced (cost avoidance measured in millions of dollars). - Trained employees in all functional areas in problem solving techniques.
Net Result: Significant cost savings recognized. Presented with award recognizing accomplishments by Corporate Valeo Vice President. - Motivated employees to expand areas of responsibility by demonstrating personal willingness and ability to multitask in “rightsizing” environment.
Net Results: Warranty engineering and R&D design functions absorbed by team from outside functional areas, even while adjusting to 20% reduction within department. - Reduced costs associated with non-quality.
Net Result: Scrap expenditures improved from 94% of budget ($51,865 June 2005) to 58% of budget ($15,096 December 2005). - Maintained product quality during outsourcing and industrial transfer activities.
Net Result: Outsourced 46.4% of production volume, including 100% of fabricated subcomponents, while maintaining a customer line return rate of 0.08 PPM in impacted areas. - 74,802 rain sensors, and 11,043,893 washer fluid pumps produced in addition to wiper motors.
- Reported directly to Autonomous Production Unit Manager, and functionally to North America Divisional Quality Director.
- Led a continuous improvement team consisting of three mechanical and manufacturing engineers focused on process, quality system, and product improvements for automotive windshield wiper system components.
Company Description
Valeo is one of the world’s leading automotive suppliers at 11.8 billion Euros in sales with 78,600 employees and operating in 28 countries including 123 production sites, 16 research centers, and 34 development centers.
Valeo is a partner to all automakers worldwide. As a technology company, Valeo proposes innovative products and systems that contribute to the reduction of co2 emissions and to the development of intuitive driving.
Valeo is a partner to all automakers worldwide. As a technology company, Valeo proposes innovative products and systems that contribute to the reduction of co2 emissions and to the development of intuitive driving.
Company website
