1. Robert A. Sipes
213 Fir Avenue, Melbourne Beach Florida 32951
Residence: 321-722-1999
Cell: 321-652-1178
Bob@thesipes.com
Balanced combination of strategic planning with the ability and determination to execute the tactical
aspects required to be successful. Certified Quality Engineer (CQE) and Certified Quality Auditor (CQA)
professional with over 20 years experience developing and executing corporate quality management
systems, supplier development, continuous improvement projects, new product introduction, quality
organizational restructuring, product quality, and team development in contract manufacturing,
Department of Defense and medical device industries.
AREAS OF EXPERTISE
 Team Leadership
 Strategic/Tactical Planning
 Project Management
 Organizational Reconstruction
 Process Capability Studies
 Supplier Development/Maintenance
 Evaluation of Quality Management
Systems
 Continuous Improvement
 Statistical Process Control (SPC)
 Internal auditing for ISO 9001:2008, ISO
13485/AS9100C
 CGMP FDA, Subchapter H – Medical
devices
 CAPA process
 Transition of ISO 9001:2008 to ISO
9001:2015
 Lean/6-Sigma manufacturing
 Customer Satisfaction Improvement
 Design of Experiments
 Statistical Analysis of production and
testing processes
 Mentoring
 New Product Introduction (NPI) Process
EXPERIENCE
Sipes & Sipes, Inc. Current
Consultant, Sipes & Sipes, Inc., FL (December 2016)
 Systems Engineering
 Home Networking
 Lean/Six Sigma Manufacturing
 Website Creation & Maintenance
 Internal Auditing Support
 Industrial Engineering
 Basic Computer Training
 Quality Engineering
 Supplier Auditing and Verification
 3rd
Party Audit Preparation
 Root Cause Corrective Action
 Transition of ISO 9001:2008 to ISO
9001:2015
Oakridge Global Energy Solutions, Inc. 2016
Director, Quality Oakridge Global Energy Solutions, Inc., FL (March 2016 – December 2016)
Responsible for the Quality organization and all aspects to ensure compliance to Customer,
Government, Regulatory, and Safety regulations.
Transforming Quality Management System from one focused on Research and Development to one
supporting an expanding global manufacturing organization; flexible, scalable, practical.

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CONTEC DTx, INC. 2016
Director, Quality CONTEC DTx, Inc., FL (August 2013 – March 2016)
Responsible for the Quality organization and all aspects to ensure compliance to Customer and
Government regulations.
 Improved Turn Around Time for Materials Review Board disposition from 71 days to less than 1
 Improved test First Pass Yield from 93% to 97%
 Created and implemented Internal Auditor Training program to support internal audit needs
 Implement regular internal audit programs to review processes, overall compliance, and
effectiveness of training programs
 Develop and implement compliance and regulatory initiatives including U.L., CSA, CE, WEEE,
RoHS, REACH and future regulatory requirements
 Ensure that all quality processes and procedures support the Company’s Balanced Score Card
and Lean initiatives
 Ensure that all members of the organization are trained and have full functional grasp of all
relevant quality policies and procedures
 Develop, initiate, and evaluate standards and methods for inspection, testing, and measurement
of performance including first pass yield analysis, product field performance, and returns
 Coordinates and manages the CAPA system
 Ensure adequate resource planning for the Quality function and systems
 Perform quality reviews of all engineering design and production documentation
 Support supply chain in Supplier qualification and quality initiatives
MC Assembly 2013
Director, Quality MC Assembly (April 2013 – August 2013)
 Responsible for the Quality organization and all aspects to ensure compliance to Customer
requirements, satisfaction, and Government regulations (ITAR)
 Supported 2 satellite sites (Boston, USA and Zacatecas, Mexico)
 Quality organization of 14 personnel (5 Quality Engineers, 9 Inspectors)
 Mentor continuous improvement teams based on Lean and Six Sigma principles
 Provide oversight of RMA, Preventive & Corrective Action Reports
 Supplier Quality activities and Non-conforming Material data & tracking
 Participate as an active member of the Material Review Board
 Identify quality-related training needs
 Identify opportunities, develop metrics to support those opportunities, and report on those
metrics to senior management
 Drive continuous improvement efforts across all functions of the organization
 Direct the hiring, training and performance evaluations of assigned staff and oversee their daily
activities
Conelec of Florida, LLC. 2012-2013
Director, Quality Conelec of Florida, LLC., FL (June of 2012 – March 2013)
 Responsible for the Quality organization and all aspects to ensure compliance to Customer
requirements, satisfaction, and Government regulations.
 Quality organization of 9 personnel
 Mentor continuous improvement teams based on Lean and Six Sigma principles
 Provide internal auditing oversight based on ISO-9001 & ISO-13485 standards
 Provide oversight of RMA, Preventive & Corrective Action Reports
 Supplier Quality activities and Non-conforming Material data & tracking
 Participate as an active member of the Material Review Board
 Identify quality-related training needs
 Identify opportunities, develop metrics to support those opportunities, and report on those
metrics to senior management
 Drive continuous improvement efforts across all functions of the organization

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DRS Technologies, RSTA 2007-2012
Director, Quality DRS-RSTA Florida, Melbourne, FL (2011–2012)
 Led Florida site Quality organization of 29 personnel
 Directed the creation and presentation of monthly Quality reviews for site metrics, programs, and
improvement initiatives
 Led the Florida site Team to the successful consolidation of ISO 9001:2008 for multi-site
registration
 Organized Florida Quality Team in the successful effort to obtain CMMI, Level III registration
 Improved Throughput Yield (2010 – 2011), on average, across all programs by 6.5%
 Led the Florida site New Product Introduction transition to production across the facility
 Organized Florida site Team resulting in a new, unified CAPA system across two sites.
Established Team leading to a revised, unified In-process Manufacturing and Support auditing
system across two sites
 Drove audit scores from less than 95% to greater than 98% compliance in 18 months
 Revised Scrap metric down (from 1% to 0.1%), resulting in scrap reduction of 0.15% ($900K)
 Implemented a “Visual” MRB system, reducing MRB disposition time from 8 days to 2 days
 Enhanced Receiving Inspection Turn Around Time from 5 days to 1.5 days utilizing AQL
analysis, and Critical To Quality criteria for Receiving Inspection Check Lists
 Maintained Dock To Stock (DTS) percentage of 42% with less than 0.34% of noncompliant
components documented in WIP
 Successfully managed multi-million dollar budget; met or exceeded budgetary constraints
Manager IV, Quality, Palm Bay, FL (2008-2011)
 Supported Quality organization efforts at two (Marlo Coil, Missouri, and Power Control
Technologies, Wisconsin) DRS Technologies business units
 Assessed and rebuilt Quality organizations through SWOT analysis, personnel evaluation, and
performance management
 Closed Level III CARs at each facility, established excellent working relationships with DCMA
authorities; allowing shipment of product and meeting revenue goals
 Directed the move of 7 complex products from one facility to another with no impact to
production deliveries or Customer expectations
 Instrumental in establishing a 3rd party calibration process, ensuring success across two
facilities, saving $100K/year
Quality Engineer III, Palm Bay FL (2007-2008)
 Supported FRB and MRB activities
 Supported in-process auditing program as an auditor
 Customer interface, supporting Program Management Reviews, SCAR responses, Customer
audits, quality plans
Mack Technologies FL, Inc., Melbourne, FL 2005-2007
Quality Engineer III
 Development of Department of Defense type quality processes and their integration into
commercial production processes
 Develop and manage customer specific quality plans
 Lead quality teams in driving high product quality, continuous improvement, and increased
customer satisfaction
 Provided procedural system training to Quality Assurance Technicians and entry level Engineers

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EDUCATION
Master of Business Administration
Webster University, Brevard County, FL
Master of Science, Quality Assurance / Engineering Technology
Southern Polytechnic State University, Cobb County, GA
Bachelor of Science, Industrial Engineering Technology
Southern College of Technology, Cobb County, GA
CERTIFICATIONS
American Society for Quality (ASQ), Certified Quality Engineer (CQE, Certificate # 41401)
American Society for Quality (ASQ), Certified Quality Auditor (CQA, Certificate # 45900)
Government Security Clearance – Secret – Expired > 36 months
Green Belt – Shainin System (Panduit Corporation, Wiring Accessories Division)
Six Sigma Black Belt – Coursework completed
Exemplar Global, Transitioning ISO 9001:2008 to ISO 9001:2015
PROFESSIONAL AFFILIATIONS
American Society for Quality, Section 1524A, Senior Member
(Current Secretary, Past Chair)
Delta Mu Delta Space Coast Regional Chapter, Honor Society for Business Graduate Students