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DOUGLAS CRUZ-ALVAREZ
PROFESSIONAL SUMMARY
Experienced Aerospace Quality professional and executive, in pursuit of a challenging quality engineering or operational leadership position where I can actively participate in running and
growing a business.
EXECUTIVE PROFILE
An accomplished Aerospace Quality Assurance professional with proven technical engineering and management experience. Comprehensive knowledge and experience in quality systems,
government regulations, product development quality assurance, supplier quality and procurement, hardware development, manufacturing, team leadership, obsolescence management, strong sense
of accountability towards customers, employees and stakeholders, corrective action and configuration control. Reputation as a proactive leader and resolving quality and regulatory issues. Consistent
contributor to the corporate growth, profitability, and customer satisfaction by driving a quality culture throughout all elements of the organization.
AREAS OF EXPERIENCE
Electrical Engineering Productivity Improvement Staff Training & Development
Quality Management Systems: AS9100, ISO9001:2008 Technical Design Reviews ITAR Coordination
Business Management Qualification Testing Lean Manufacturing; DFSS Certification
Planning/Goal Setting Team Building Supplier Management
PROFESSIONAL EXPERIENCE
UTC Aerospace systems, Albuquerque, NM
Site Quality Manager (2015 – Present)
Responsible for providing managerial and technical leadership to the Quality Staff (Quality Assurance and Quality Control) including budgeting and planning; selecting, training, and
evaluating personnel; establishing goals; coordinating all quality functions throughout the facility; and overseeing quality improvement programs.
 Reorganized/Restructured the QE and QC teams; collaborated to developed a strategic path for the Albuquerque Site based on proactively addressing risk
 Implemented strategies to change site culture for added teamwork and inter-department communications; created an “open-door” work environment where employees were
empowered to "speak up" on matters related to safety, quality, process improvements, etc.
 Revamped FRB (Failure Review Board) program where response time was reduced from a typical 200 – 300 days to a mandatory 30-day schedule for failure analysis.
 Restructured the CAB (Corrective Action Board) Process to hold prescheduled review of internal and external corrective actions. This allowed for senior staff to have visibility of the
poor acceptance response rate for both internal and external customers. Actions resulted in CAR (Corrective Action Responses) acceptance rate improving by 40%
 Identified requirements for CAR training site wide – This was needed because content of the RRCA was inadequate. ICAR owners were not using ACE tool to conduct deep DIVEs
 Implemented active collection and reporting of COPQ (Cost of Poor Quality) for 5% improvement; instituted new methodologies for operations team to conduct DIVEs for identifying
the origin of the problem(s) and install corrective/preventive measures
 Resolved backlog of long neglected FR process; identified and led review of over 400 open FRs (Failure Reports), dating from the year 2008 – 2015
Bogue Machine Company Inc., Albuquerque, NM
Vice President & BMS Quality Representative (2010- Dec. 2015)
Reported to the President with all responsibilities of a highly profitable business unit and managing over 50 employees. Oversaw all production activities. Administered production and
quality budgets.
 Developed, implemented and achieved certification of the ISO9001:2008 quality management system; oversaw the implementation of all facets of quality control processes
 Developed, tracked and reported key performance measurement (KPI) metrics in support of the company quality objective and goals
 Acted as company’s Business Management System (BMS) Representative and also company’s Quality Representative coordinating 3rd party quality audits, customer and government
audits
 Created an environment oriented to trust, open communication, creative thinking, and cohesive team effort
 Achieved revenue growth by 3-5% year over year (YOY) by lowering production cost through quality improvements and removing waste; planned and managed resources and assets
of the company operations for optimal profitability
 Served as the customer liaison – maintained a solid long-term relationship with customers by providing professional and reliable service(s)
 Managed the staff development process, including performance appraisals; promoted synergy and empowerment throughout the organization
 Led and provided technical support to all quality personnel; used past experience to solve complex quality problems; directed and participated in continuous improvement activities
with hands-on involvement while reinforcing lean practices
 Implemented new ERP system/E2 Shop System – Led the implementation of E2 Software Manufacturing System to automate and streamline the shop floor activities while gaining
automated control of the business by 2014
Honeywell International Inc., Defense and Aerospace, Albuquerque, NM
Principal Manufacturing/Project Quality Engineer (2007 – 2010)
Responsible for planning, directing and coordination of all aspects of total quality across cross-functional departments. Successfully developed and maintained systems to ensure that all
products manufactured and services provided by the organization met customer requirements while achieving superior quality and reliability levels
 As PQDR (Product Quality Deficiency Report) Site Lead, overhauled the process to improve a 30% acceptance response rate to 100% acceptance rate by the local DCMA office
 Improvement led to DCMA removing PQDR responses as one of the 4 major contributors for DCMA issuing a level 3 CAR. A recognition letter was sent from the DCMA office to the
local site director in recognition for swift resolution of all known issues
 Led Root Cause Corrective Action (RCCA) for all customer returned products using the CAMP process. This included reducing customer rejection response rate from 20% to zero
percent by improving the technical content of the responses and on time responses
3864 Tranquil Meadows Dr. Rio Rancho, NM 87144 ● (505) 331-2728 ● Douglas@Cruz-Alvarez.com

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 Ensured program compliance for customer requirements, regulatory agencies, and government regulations, engineering specifications, company policies and procedures.
 Provided quality assurance direction at the program level (e.g., F-15, OH-58, V-22, etc.); improved F-15 cost of poor quality by 10% by removing duplicate testing and unnecessary quality
inspection points
 Instrumental ISC team member for lean manufacturing and failure analysis projects to improve First Pass Yield, as well as scrap and waste reduction
 Program quality point of contact – Maintained direct communication with customer Program Managers and quality representatives, as well as DCMA to resolve all quality issues or concerns
 Assisted on 3rd party audits at the site level (DNV AS9100 audits) and performed internal audits
Honeywell International Inc., Defense and Aerospace, Albuquerque, NM
Senior Project Development Quality Engineer – Mortar Fire Control Program (2006 – 2007)
Led all the quality assurance efforts for the development of hardware, testing and delivering to the customer. Created all PDQA (Product Development Quality Assurance) plans and participated on
IPDS reviews for phases 2-5. Performed program audits to ensure all artifacts were completed as required for the program PDQA planned activities
 Provided hardware and software quality support for the development, production and follow-on program activities
 Implemented supplier surveillance and witnessed FAAT (First Article Acceptance Test) as required per the customer Technical Data
 Led weekly technical meting reviews, team progress status reporting, and qualification testing verification; spearheaded corrective actions responses for CARs issued by DCMA (Defense
Contract Management Agency)
 Improved cost of poor quality by 10% - Reduced the number customer field return units by introducing an ATP (Automatic Test Procedure), for the CI (Computer Interface) units. The ATP
allowed to detect field reported failures prior to shipment
 Improved supplier’s quality performance from 75% to 95% by focusing on OTD and cost reduction
 Traveled to Army posts and provided installation training to soldiers for the Mortar Fire Control System (Confire System)
 Reduced customer quality concerns through the active assistance and team support in developing design control guidelines and practices, product system optimization, by providing full
quality engineering support; co-authored the CI repair technical manual
Honeywell International Inc., Defense and Aerospace, Albuquerque, NM
Senior Supplier Quality Engineer (2005 -2006)
Critical team member of a small SQE group responsible for the quality and on time delivery of over $70M in purchased parts from 350+ suppliers. Team lead for issuing supplier correct actions via
eCATS for nonconformance piece parts and complex assemblies. Improved OTD by 5% by working with supplier to improve their processes utilizing lean tools while meeting quality and on time
delivery dates
 Lead for reviewing supplier eCATS responses. Ensured that adequate RCCA investigations and proper actions were identified to prevent recurrence of the identified problem
 Worked closely with HON FA Lab performing quantitative data analysis on suspect counterfeit parts
 Maintained and documented SQE activities for compliance to AS9100, IPC-610, IPC-J-STD-001, and IPC/JEDEC J-STD-20
 Processed corrective actions issued to HON by DCMA, related to purchasing and RI
 Assumed the lead role for the SQE group in supporting all program designs at the site level needing SQE support
 Tracked supplier metrics and drove on time delivery from 90% to 97%. Coordinated with Development Quality Engineers to work with suppliers needing to improve their quality performance
and reported to upper management; Coordinated new supplier development with the supplier development team
 Obtained IPC-610 Trainer Certificate; also coached new Supplier Quality Engineers; adjusted workload designated assignments to best qualify new SQEs
Honeywell International Inc., Defense and Aerospace, Albuquerque, NM
Product, Hardware Engineer (2002 – 2005)
Provided technical engineering support military avionics, such as core processor digital map, command and control systems and weapons system. Hardware engineering lead for ensuring system
level product performance and integration. Design authority for implementing new customer designs, new technology or obsolescence
 Led technical support activities for the factory including troubleshooting, creating assembly instructions and drawing updates
 Improved factory technical engineering support form 3 days to 1 for the high voltage power supply area; which improved our internal OTD by 10%
 Led component obsolescence investigations for the F-15, B-2, V-22 and OH-58 programs; developed technical documents to describe the hardware functionality, operating instructions and user
instructions
 Provided cost estimates for engineering assemblies and supported documentation during the proposal process and new business prospecting
 Engineering technical lead for two engineering technicians. Adjusted workload, to best qualify technician and recommend training via continuous improvement program for skills advancement
and employee growth
Honeywell Aerospace Electronics Systems (ASES), Phoenix, AZ
Hardware Engineer (2001 – 2002)
Responsible for supporting and implementing customer design changes for the commercial airplanes, B717 and MD80 Flight Control Systems.
 Played key engineering role in the PCB-level hardware changes for the B717 Force Sensor Storage CCA; A12 and A13
 Directed all environmental qualification testing for the MD80 DFGC (Digital Flight Guidance Computer) to improve module reliability at the system-level
 Factory engineering POC for the B717 and MB80 Flight Control Systems. Technical assistance was provided for troubleshooting, In-Process Testing, obsolescence and writing assembly
instructions
 Led program rapid response team, identified root causes and developed corrective actions. Reported results to program and engineering technical manager
EDUCATION & PROFESSIONAL DEVELOPMENT
Bachelor of Science in Electrical Engineering - University of Arizona, Tucson, Arizona December 2000
Certifications - Certified Design For Six Sigma (DFSS)