1. DOUGLAS D. HILL
10 Howden Place
Simpsonville, SC
Cell 864 320-5644
Home Email: xbluemo@aol.com
HIGHLIGHTS/SUMMARY: “STRIVING FOR PERFECTION”
 Selected as Maintenance Officer for Navy’s Flight Demonstration Squadron,the “Blue Angels”
 Commissioned as a Naval Officer, selected from the enlisted ranks
 Transitioned from Military to Civilian career with consecutive promotions and assignments to include: Quality
Engineer, Quality Manager, Production Manager, Operations Manager, Plant Maintenance Manager, Corporate
Quality Manager
 Over twenty-seven years of experience in Aviation Maintenance Management with direct responsibility for
200-500 personnel.
 Over twenty five years of cross functional experience in High Tech Electronic Manufacturing of bare Printed
Circuit Board (PCB) fabrication, engineering, operations,management and quality assurance to include metal
fabrication and assembly of surface mount and through-hole circuit card sub-assemblies,electromechanical and
cable assemblies. Previous certified instructorfor J-STD-001, IPC-A-600, IPC-A-610, and IPC-A-620.
EDUCATION:
BS Electronics. Chapman University. Orange, California 1991. GPA: 3.74 Magna Cum Laude
EXPERIENCE:
TE Connectivity (TYCO Electronics) Tijuana, Mexico April 2014 – April 2016
See Attachment ONE, Summation of achievements.
TE Connectivity (TYCO Electronics) Mansfield, Oh Aug 2010 – April 2014
Quality Assurance Manager
 Reporting to the Director of Quality, TE Connectivity, Aerospace,Defense and Marine (AD&M). TE Hartman
Division is a 200+ personnelsite established in 1902. Current activities include: Design, Development,
Manufacture and Service of Mechanical, Electrical and Electronic Products and Devices for Aerospace,
Defense and Marine Applications.
 Direct reports include: five Quality Engineers, one Supplier Quality Engineer, three Quality Techs and nine
Inspectors.
 Maintaining a Quality System in compliance with Aerospace Standard AS9100 Rev. C to include First Article
per AS9102 and MIL-STD-790.
 Compliant to Federal Aviation Administration (FAA) Title 14 (14 CFR), Part 21.303. Additionally, maintaining
an FAA Air Agency Certificate as a certified Repair and Return OEM work site.
Recent Accomplishments:
 Reduced customer complaints by 61% 2012/2013
 Initiated formal corporate FMEA Training for fifteen site engineers.
 Initiated formal corporate training for complaint handling system
 Initiated FRB/LPA for all value steams. (fast response board/layered process audits)
 Aggressive 8D grading and PPSR documentation.( practical problem solving)
 Initiated PFMEA and Quality Plans process for Legacy product.
 Initiated final inspection plans for 91 product part numbers to include 100% characteristic validation on lot
sample.
 Initiated Key Customer site visit to General Electric UK, Boeing in Seattle & TE Mexico. Complemented on
pro-active communication effort.

2. Tracewell Systems Westerville, Oh May 2005 – Aug. 2010
Corporate Quality Assurance Manager
 Reporting to the Company COO and working independently,responsible for identifying opportunities for
continuous improvement, formulating corrective and preventive actions,and working to implement those
actions in order to improve quality levels and regulatory/customer compliance in a duel site manufacturing
environment. Fully compliant to ISO 9001:2008, UL, TUV and CSA requirements.
 Contributed to company transition from COTS manufacture to supporting full military design and build.
Current customer base includes: Lockheed Martin, General Electric, Raytheon, Teradyne, Harris, and Boeing.
Etc.
 Tracewell Systems has extensive experience designing and manufacturing systems based on standard
architectures including VPX, VXS, VME, VME64x, VXI, ATCA, MicroTCA, CPCI, and PXI.
Performance Friction Clover, SC May 2002 – December 2004
Plant Facility/ Maintenance Manager
 Responsible for all facets of Facility and Maintenance management in support of a World-class brake pad,
caliper and rotor manufacturer.
 TS 16949, QS 9000, ISO 9001 Quality Systems. Internal auditor, to TS 16949. Direct report to President/owner.
Carolina Circuits Greenville, SC December 1997 – May 2002
Quality Assurance Manager
Carolina Circuits; a 400+ employee manufacturer of daughterand back panel bare printed circuit boards,primarily
for the telecommunication industry.High technology,impedance matching and layer counts of thirty and over.
 Kaizen event; Initiated Inspectorcertification program, certified all useraudit inspectors and additional
manufacturing associates to IPC-600 standard.
 Implemented a Quality System resulting in Customer return rate of 3315 PPM in year 2000 and 2300 PPM in
2001, significantly better then industry standard.
 Implemented a networked SPC System, which received acclaims from numerous customers and several auditing
functions.A closed loop real time Process Engineering system.
 CISCO Industries FAB Supplier Certification achieved Sept 2000. Rated Outstanding.
 Completed visits to nearly all Carolina Circuits customers, US and Europe, which included quality presentations
outlining progress and commitment to the future.
 Utilized Lean Manufacturing to reduce inspector head count by 20% over previous year.
 Contributed to full implementation of TAKT management lean manufacturing process.

3. Tamsco Polson, MT March 1996 – December 1997
Production Operations Manager
Technical and Management Services Corporation: a manufacturer of complex electronic assemblies for commercial
and government application. Hand, wave and IR soldering of through hole and surface mount low volume, mixed
technology PWB’s. Cable and harness manufacture, enclosure assembly, engineering, test and systemintegration.
 Mentor Protégé Program with Hughes Aircraft, initiated Lean Manufacturing principles.
 Responsible for the technical and administrative direction and performance of over seventy personnel,in cluding
Test Engineering and Manufacturing Engineering’s support for processes,work instructions,bill of material
certifications, and bid / proposal efforts.
Quality Assurance Manager October 1992 – March 1996
 Responsible for all aspect of Quality Management to include FAR and Statement of Work contractual
interpretation. Government DCMAO representative on site.
 Fully compliant to the requirements of MIL-Q-9858A Quality System, MIL-I- 45208 Inspection System, Mil-
STD-2000A Solder Instructor Cat “C”
 Chaired the ISO 9001 implementation committee.
SAI Technology San Diego, CA August 1991 – October 1992
Science Application International: A high technology manufacture of rugged military computers and complex
avionics assemblies.
Quality Engineer
 Performed Bid and Proposal submission, reviewed FAR contractual requirements, procurement activities,
vendoraudits, and drawing signature authority. MRB disposition and corrective action, design review and
statistical analysis.
U.S. Navy, Maintenance /Material Control Officer August 1964 – August 1991
 Planned, organized, scheduled,implemented and audited all facets of quality maintenance for fighter Squadron
of 500 personnel.
 Coordinated with major contractors to resolve scheduling,design, training and production problems with the
Navy’s then newest aircraft, the F-14D.
 Responsible for all maintenance requirements in the support of 40 F-14 aircraft, including scheduling of aircraft
transfers, tracking modification changes and contractorliaison.
Training:
 ISO 9000 Auditor/Lead Auditor (certificate # SCL 036)
 Previous Certified InstructorJ-STD-001, IPC-600, IPC-610, IPC-620
 Mil-Std 2000 Category ”C” solder instructor (precursor to J-STD-001 and IPC-A-610)
 Surface Mount Technology
 Lean manufacturing TAKT management

4. Attachment ONE, Summation of achievements.
Note: I was the fourth Quality Manager in the last three years assigned to the Tijuana facility. Volunteered
for a two year assignment to evaluate and correct massive Customer Quality issues. The only American in a
facility of 1200 Hispanics.
Accomplishments within the Quality Organization have continued to be a TOTAL Team effort. We are all
extremely proud of our accomplishments and setting the standard for all of AD&M going forward.
Upon completion of an in-depth assessment of the Quality Assurance System that was in place in TJ, the
Quality Team initiated and documented a Quality Remediation Plan (incorporated within Hoshin Kanri) to
prioritize the path forward. A total of six additional resources were identified. Moreover, four of those
persons have come on board since the start of this reporting period. An additional two temporary QE’s were
added to assist in the drive to reduce the customer complaint backlog.
Key successes include:
Creating PFMEA/Control Plans/Flow Charts/QIP’s for key Devices and ICD areas. This includes automotive
line, 4 and 5 component, MK process shells, shell kits and grounding blocks. Additionally assisted with the
highly successful transfer of MTC product to HMO. This being done while getting back on track the Quality
and delivery schedule for V22 harness manufacture for Boeing.
An aggressive new Calibration supervisor has revamped the calibration system. More than nine procedures
have been rewritten to ensure proper compliance. A base line of over 1666 line items are attende d.
Moreover, reduced external calibration expenses by more than 70% against FY 14 Goal. (Base Line for FY 15
was $662,122.10 MXN, FY 15 actual expenses are $194,832.00 MXN Most importantly, and we can be
assured product going to our customers are fully compliant.
A new Receiving Inspection QE is driving improvements to include requisition of a new View Machine
allowing much needed accuracy within the facility. Quality Inspection Plans have been initiated for all MTC
product and placed in SAP. Additionally, every product being received is having QIP’s generated on an
attrition basis. A new SAP technician has been assigned to readily process items into SAP. Self-life and SAR
data is being imputed for better traceability. New process flow layout has improved throughput and ensures
production material shortages are nonexistent. A new IQT position has been filled from within to assist in
Supplier Quality communication and improved vendor products. An exceptional SQE has pressed CoPQ to
reconcile costs for vendor induced issues. Additionally, volunteered to coordinate major activities at vendor
and customer sites to include Boeing.
Addition of an experienced Senior Mold Engineer and assignment of a new junior QE has identified
numerous process improvement issues. Customer communication has improved with direct interface with
LABINAL Morocco establishing a clear path for improvements. Direct communication with customers and TE
Customer Service has never been better. Capabilities in SAP use has allowed improvement in numerous
activities in the plant. To include, teaching and training of peers. Identification and traceability of expired
material and aged MRB etc. Implemented Line Clearance procedure to prevent mixing parts, FRB
attendance, No MRB over 30 days old, etc. A three year backlog of MRB has been processed at a scrap cost
of over $2M.
The addition of Senior Quality Engineer in the Wire and Cable Value Stream has complimented current
experienced QE. The Wire Team has aggressively distributed duties between Lab and production floor
allowing for a more proactive involvement in department issues. Ability to interact with customers on a daily
basis was very evident while working wire rejections requiring on site communication and extensive process
evaluation and improvements. Actions required to ensure proper planning and procedures are in place to
support wire migration from RWC has included UL and TS Scope Compliance. Daily monitoring of process
MRB as enables a stable Quality process.
Addition of a Document Control Technician has allowed exceptional improvements in record keeping
maintenance and consistency in how records are maintained. To include PPAP and Mil spec testing.
Document Control has prepared a Digitization proposal to scan all Production and Financial records. Initial
meetings have taken place with vendor and cost proposal is in work. The coordination and support of
extensive customer visits and audits has resulted in high praise for the accomplishments of the Tijuana
Team.
Customer Complaint Backlog and Customer Service Communication have improved tremendously during
this reporting period. Back log has gone from 120 in Oct to as low as 5 in Aug. Once again this is as a result
of total team effort. Not only the standard interfaces associated with customers but Tijuana has also
volunteered to support sister plants by providing SAP support and training to Tecate, 8D/PPSR training to
Seacon and most recently assisting the TE automotive division with a Delphi customer issue here in Tijuana.