JEANENNE "JD" MARHEVKO Saline, MI * jm1163e3e@westpost.

net * 419-704-5603 BUSINESS & OPERATIONAL EXCELLENCE EXECUTIVE Quality * Lean * Operations ASQ FELLOW, CQE, CMQ/OE, MI Sr MBQA ASSESSOR, IRCA QSA, MBB Influential business leader, working comfortably with C-Level management to shap e the firm's strategic direction and long-term vision. Expert in cost-effective and value-added enterprise-wide process improvement utilizing Quality and Lean m ethodologies. Track record of success in aligning goals to drive process improve ment and productivity using limited resources. Exceptional leader and listener, with a talent for building lasting relationships with customers, senior manageme nt and staff. Extensive international travel experience includes Europe, Mexico, China, and Japan. Key competencies: * * * * * * * * * * * * Six Sigma Master Black Belt ISO9000:2000, MBQA Quality Management Systems Change Management P&L Responsibility Operations Management Regulatory Compliance Global Strategic Planning International Business Customer Satisfaction Product Launch Team Leadership

PROFESSIONAL EXPERIENCE SPX TEST & MEASUREMENT, Canton MI. Global $1B segment produces automotive diagnostic equipment and tools for the OE , Wholesale and Aftermarket industries with >17 locations. Business units includ e Service Solutions, Genfare, and RadioDetection. VP, Global Quality Assurance And Process Excellence (2010 to 2011) Fully responsible for enterprise-wide Process Excellence, Quality Assurance, and Supply Chain Quality initiatives through a 35 person global council and a growi ng network of 350 personally trained international Green Belts. Local languages used for training. Provided additional on-site support for major problem resolu tion across the enterprise including Engineering, Legal, Finance, Sales & Market ing and Human Resources. * Achieved cumulative savings impact of $30M over 60 months. * Attained all Lean/QA objectives for 5 consecutive years. Featured globally as X-Factor SPX Employee * Trained, mentored 50 new Green Belts with validated savings/impact results. VP, Performance Excellence (2008-2010). Incorporated targeted improvements alig ned to global strategies. * Reduced warranty cost as a percent of sales by 22%. * Increased YOY functional Lean/Operational Excellence skills for 35 Council mem bers by 12% and overall Lean Business Score by 20%. * Facilitated and supported global Engineering Design teams. 32% Reduction in p roduct development time. * Trained, mentored 100 new international Green Belts with validated results. VP, Operational Excellence (2006-2008).

Expanded focus beyond manufacturing to incorporate business systems such as Engi neering, HR, Finance, etc. * Initiated and implemented Hoshin Kanri strategic planning methodologies. Adop ted as best practice. * Developed and managed a Global Business Score Card. Modeled across SPX segment s. * All sites attained third-party quality certifications within 24 months. * Continued international Green Belt base-building adding 100 personnel with val idated results. Director, Continuous Improvement (2005-2006). Initiated global lean program from inception. * Designed and implemented an Operational Excellence system in a Greenfield envi ronment. * Established and trained initial 16 member operating council to plan and execut ed roll-out. Council is considered best-practice across SPX segments. * Developed and implemented Green Belt course. Trained 100 international employ ees. EATON GLOBAL - Hose Division, Toledo OH Global $260M vertically integrated and captive supplier of rubber and hose produ cts. Processes included rubber production and multiple forms of hose production. 1600 global employees. Absorbed by Automotive Division Operational Excellence Manager (2003 to 2005) Hired to drive manufacturing, quality, EHS and continuous improvement strategic planning and excellence initiatives at 7 non-union and union sites across 3 coun tries. 17 direct and indirect reports across Plant Management, Quality, Operati onal Excellence, and EHS. Continuously improved process, performance, and produc tivity. * Achieved Malcolm Baldrige award equivalent within 2 years. * Attained Business System Assessor certification. * Drove Lean implementation, process integration and quality system establishmen t across multiple facilities while consolidating from 10 to 7 locations. * Developed, initiated and managed a standardized Business Scorecard for key per formance metrics * Selected and served on the Global Quality/Lean Council. Helped set policy and direction. * Global QA assessor, conducted 8 assessments in multiple countries. Results: * * * * Improved productivity by 7%. Reduction improvements prevented $1.5M in capital expenditures. Reduced scrap as a percent of sales by 40%. Recordable safety events were reduced by 53%.

CINCINNATI MILACRON, Uniloy Division, Manchester MI $60M vertically integrated division designed and produced blow molding equipment and molds. Serviced aftermarket machines and provided mold rebuilds and suppor t. Facility moved to Cincinnati. Director of Operations (2002 to 2003) Hired with full P&L responsibility for manufacturing, facilities maintenance, ma terials management, quality assurance and advanced manufacturing in 350 person f acility. 7 direct reports across production, engineering, production control, q uality and maintenance. Assumed multiple roles as peer executives left the compa

ny. Successfully redirected unionization attempts while maintaining on-time del ivery of key machines during site transition. * Achieved a 40% OEE point gain on high speed equipment processes. * Reduced lead time by 45%, mold cycle time by 31%, inventory by 50% and safety incidents by 50%. CHERRY AUTOMOTIVE, Waukegan IL Designed and produced automotive electronic switches. Business was relocated ove rseas. $90M. Director of Operations (2000 to 2001) Hired with full P&L responsibility for all manufacturing, materials management, quality assurance and advanced manufacturing. 8 direct reports included producti on, engineering, quality, and maintenance. 950 person facility. Acted as condui t communicator across all 3 shifts during plant transition. Within 12 months: * Improved overall manufacturing efficiency by 15%. * Overhauled paint line process. Reduced rejects by 50% and increased OEE from 4 0% to 80%. * Refurbished quality system. Reduced DPPM from 20,000 to 3,000. Reduced OE com plaints by 50%. * 20 Kaizen events resulted in eliminating inspection labor by 50%, reduced prem ium freight by 40%, improved manufacturing efficiency by 15% and reduced safety incidents by 67%. Achieved during 3 layoffs. BOSCH US AFTERMARKET, Lithia Springs GA. Privately held $78B global Automotive, Industrial and Consumer Goods company he adquartered in Germany. Plant Manager, Lithia Springs & Broadview (1998 to 2000). Promoted with dual si te responsibility for manufacturing, engineering, quality assurance and maintena nce. 7 Direct reports across both locations. Operations were moved to Germany, managed downsizing. * Achieved the highest service level in 8 yrs. Reduced back-orders by 50%, downtime by 30%, cycle-time by 25% and WIP by 29%. * Successfully achieved QS9000. * Established warranty review process to drive in-house improvements. Reduced wa rranty costs as a percent of sales by 17% year-to-year. Continuous Improvement (CIP) Manager, Braking Systems, Automotive (1995 to 1998 ). Drove Kaizens across 450 Person, Tier 1 antilock braking systems and master cylinder supplier. Interim Quality Manager. 5 Direct reports in CIP and Quality. * Managed facility Business Scorecard utilized world-wide. * Attained Bosch Master Black Belt certification. Supplier Quality Assurance Manager, North America, Braking Systems, Automotive (1995). Hired to ensure supplier components conformed to safety and quality sta ndards. 20 direct reports including supplier quality engineers and administrati ve support * Selected to serve on Bosch's Global Council ted internal site audits and supported global the company. * Achieved QS9000 certification while serving * Partnered with suppliers and achieved a 35% nents. for Continuous Improvement, Conduc process improvement events across as interim Quality Manager. DPPM improvement on received compo

DEALERS MANUFACTURING, Portage WI, Minneapolis MN Privately held $40M remanufacturer of automotive small parts and gas and diesel engines. Plant Manager (1993 to 1995). Promoted with full responsibility for P&L, manufa cturing, QA, and maintenance. Technical Director (1992 to 1993) * Successfully averted multiple targeted unionization attempts. * Created self-managed work teams. Reduced in-house engine failures from 18% to 0.5%. * Reduced plant lead time by 30%. Reduced warranty costs by 30%. PRESIDENT, CEO, PRINCIPAL CONSULTANT, PBJ, Rochester MN (1990 to 1998) International quality assurance consulting. Clients encompassed Mexico, Germany, Canada and the US. Fully responsible for all quality initiatives from initial contact through progr am delivery. Collaborations at each client included the VP of Operations, and Qu ality and Engineering Managers. Maintained business after 1993 while teaching co llege and statistical courses. Maintained professional affiliations and certific ations. EDUCATION MSA, Manufacturing Plant Management, Central Michigan University BSE, Mechanical Engineering, Oakland University PROFESSIONAL CERTIFICATIONS ASQ Fellow: Awarded Nov 2010 (One of ~600 Global Fellows) ASQ CQE: Certified Quality Engineer, #27379 Milwaukee, WI ASQ CMQ/OE: Certified Manager of Quality/Organizational Excellence, #713 Milwauk ee, WI Senior Assessor; State of Michigan. Baldrige Business System Criteria REPRESENTATIVE PROFESSIONAL EDUCATION * CSSBB: Refresher Training. 2010 SKF Associates. * Course Developer. Instructor, NCSU, 2005 to 2011: Green Belt/Organizational P roblem Solving * MBB: Master Black Belt. 1995 Bosch Braking Systems * IRCA QSA: Quality Systems Auditor, International Registrar of Certified Audito rs, 10 yrs, London, England * Michigan Quality Council; Senior Examiner, assess sites to MBQA Standards (200 8-2011) AMERICAN SOCIETY FOR QUALITY (ASQ) * Chair, Quality Management Division (QMD), largest division. 23K members. 20092011. Successfully increased retention of first year members from 40% to 80%, G lobal Benchmark * 2009 ASQ QMD Supplier Partner Award. RECENT SPEAKING ENGAGEMENTS * Strategic Planning/Hoshin Kanri, 4 Consecutive Years, ASQ World Conference on Quality and Improvement. * Quality Management Division Conference, 3 Consecutive Years, 2009-2011. Strat egic Planning

* ASQ Lean Conference, 2011. Quality/Lean