Chad McLean is an engineering project management professional with over 20 years of experience in project management, quality systems, product development testing, and mechanical design. He has worked in various roles at companies like Prince Castle, Suncast Corporation, and CNH Industrial. His background includes leadership, product development, automotive, industrial experience, and certifications in areas such as project management, Lean Six Sigma, and quality management systems.

1. Chad M. McLean
312.764.8892
chadmmclean@gmail.com
linkedin.com/in/chadmmclean
PROFESSIONALSUMMARY
Engineering Project Management Professional (PMP) with an excellent track record in project
and operations management, quality system development, product development testing and
mechanical design. Coordinating business and technical requirements. Making work less like
work. Meeting requirements with increasing quality and efficiency.
Leadership | Product Development | Automotive | Industrial | Results
PMP, Lean Six Sigma Green Belt, Failure Mode Effect Analysis (FMEA), ISO9001:2015 QMS, CAPA
(Corrective Action Preventative Action), GD&T, basic inspection tools, MetTrack, Edaq, Campbell
Scientific, Morphee, SAP, Pro-E, SharePoint, Microsoft Office
KEY ACCOMPLISHMENTS
 All project stakeholderswere resistant to definedscope. Engaged stakeholder’s ownershipthrough
bottom up planning ofproject details. Negotiatedagreement of plan andacceptanceofresults forall
stakeholders. Project was completedontime and underbudget.
 Project plan requiredtesting anew configuration. No reliable test procedureexisted. Influenced lead
engineer to provide detailed comparisonofconfiguration options. Guidedteam review that removed
the test, saving the project $200K.
 Project material was delivered inconsistently. Identified procurement needs. Justified and hireda
person to relieve engineersof procurement work. Consolidated procurement, improved efficiency
and reducedspending, saving $70K peryear.
 Aggressive plan to resolve current product issue was labor intensive. Revised plan to reduce
complexity. Diagnosedthe issuein 50% of thetime, reducing requiredlaborby 70%.
 Equipment calibration process was uneven acrossthecompany. Initiated project to improve thelocal
process. Proposedimplementingprocessatothersites. Oversawtheimplementationplan for10sites
globally.
PROFESSIONALEXPERIENCE
PRINCE CASTLE, Carol Stream, Illinois 2018
Manufacturer of commercial quick service kitchen equipment.
Product Development Test Engineer -Contractedtodevelopandvalidateanew productline
 Productdevelopmenttestingwasstalled. Prototypecontrolissuesneededresolution.Identifiedcause
and proposedsolution.Control was four times betterand thetesting was successful.
 The direction of design was being determined. Translated customer request. Proposed and justified
product design criteria. The criteria was adoptedbythe team.
 Championednew lab development relatedto development ofproducts fornew markets.

2. SUNCAST CORPORATION, Batavia, Illinois 2017
Manufacturer of outdoorproducts and commercial storage and housekeeping products.
Quality SystemEngineer -ContractedtoimprovetheproceduresoftheQualitydepartment.
 Createdandlaunchedamonitoringandmeasurementequipmentcalibrationverificationprogram.
 Developedatrainingplantoimprovethedatacollectedby themanufacturingqualityinspectors.
 Collaboratedonthedesignof gagestomonitorcomponentqualityduringmanufacture.
 Introducedandperformednew qualitytestprocedures.Documentedresults.
CNH INDUSTRIAL, Burr Ridge, Illinois 2003 – 2017
Global leader in agricultural and construction equipment, trucks, buses and other commercial vehicles.
Engineering Lab Manager 2008 - 2017
Created,developedandsupervisedstaffsofengineers,technicians,internsandcoopstudentswhoperformedwhole
vehicleandcomponentproductdevelopmenttesting.AdvancedthecapabilitiesofCNHtestfacilities
Project Management - Engineering Product Development
 Testplanschedulesandbudgetestimateswereneededforanew jointventureproject.Rationalizedinitialtest
plansandmodifiedtestrequirementsto controlspending. Completedprojectearlyandunderbudget.
 Multiple project schedules were conflicting. Negotiated with stakeholders to coordinate schedules and
deliverableswithavailablelabcapacityandcapabilities. Successfullykeptschedulesasagreed.
Operations Management - Engineering Lab Development
 Labstaff developmentandretentionwasrequired. Securedtechnicalchallengesforstafftodesignandperform
testsnormally doneelsewhere.Facilitatedmentoringemployeeswhileenhancingstaffandlabcapabilities.
 Capitalprojectsforlabimprovementsweredelayed. Formalizedandimplementedacapitalprojectprocessto
commissionnew testsystems.Processyieldedmaturetestsystemsthatwerereadywhenneeded.
Quality System Development - ISO 9001 Compliance
 Perception and priority of complying with ISO requirements was low. Publicized how current internal
processeswerealignedwithISOrequirements.AcquiredsupportforISO. Exceededgoalwithnoauditfindings.
 ISOinternalauditteamneededimprovement. Partneredwithmanagementtoacquirenewauditors. Authored
ISOandCAPAtrainingmaterialsandtrainedthenewauditteam. Exceededgoalwithnoexternalauditfindings.
Test Engineer 2003 - 2007
Whole Vehicle and Drivetrain Testing
 Observed issues were reported during testing. ChairedCAPA meetings with global team to assign severity,
determinerootcauseandcloseissuesusing8Dprocess. Allobservationswereaddressedandclosed.
 Labdevelopmentprojectwasnotbeingprioritized.Expandeduseof productdevelopmentworkordersystem
toincreasevisibilityforlabdevelopment. Boostedawarenesstocompletethelabdevelopmentprojectontime.
EDUCATION
IowaStateUniversity,BachelorofScience,AgriculturalEngineering-MechanicalDesign 1993
PMP andLeanSixSigmaGreenBeltCertification 2018
COMMUNITY/VOLUNTEER/SERVICE
ElementaryDistrict33SchoolBoardMember WestChicago
Community FellowshipChurchMinistryPartner WestChicago