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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 and new product development, physical testing and
mechanical design. Coordinating business and technical requirements. Making work less like
work. Meeting requirements with increasing quality and efficiency.
Leadership | Product Development | Quality | Automotive | Industrial | Results
PMP, Lean Six Sigma Green Belt, Failure Mode Effect Analysis (FMEA), ISO9001:2015 QMS, CAPA
(Corrective Action Preventative Action), GD&T, inspection tools, MetTrack, Edaq, Campbell
Scientific, Morphee, SAP, Pro-E, SharePoint, Microsoft Office
KEY ACCOMPLISHMENTS
 All project stakeholderswere resistant to definedscope. Engagedstakeholder’s ownershipthrough
bottom up planning ofproject details. Negotiatedagreement of plan andacceptanceofresults forall
stakeholders. Completedproject on time andunderbudget.
 Product validation plan required testing a new configuration. No reliable test procedure existed.
Influencedleadengineer to provide detailedcomparisonof configurationoptions. Saved the project
over $200K byguiding the team review that removed the requirement forthis test procedure.
 Project material was delivered inconsistently. Identified procurement needs. Justified and hireda
person to relieve engineers of procurement work. Reduced costs $70K per year by consolidating
procurement, improvingefficiency andreducing spending.
 Aggressive plan to resolve current product issue was labor intensive. Revised plan to reduce
complexity. Diagnosedthe issuein 50% of thetime whilereducingrequired laborby 70%.
 Equipment calibration process was uneven acrossthecompany. Initiated project to improve thelocal
process. Proposedimplementingprocessatothersites. Directedtheimplementationplan for10sites
globally.
PROFESSIONALEXPERIENCE
PRINCE CASTLE, Carol Stream, Illinois 2018
Manufacturer of commercial quick service kitchen equipment.
Innovation 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 systems relatedto development of productsfor new markets.
SUNCAST CORPORATION, Batavia, Illinois 2017
Manufacturer of outdoorproducts and commercial storage and housekeeping products.
Quality SystemEngineer -ContractedtoimprovetheproceduresoftheQualitydepartment.
 Createdandlaunchedamonitoringandmeasurementequipmentcalibrationverificationprogram.
 Authoredatrainingplantoimprovethedatacollectedby 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, mentored and supervised staffs of engineers, technicians,interns and coopstudents whoperformed
wholevehicleandcomponentproductdevelopmenttesting.Advancedthecapabilitiesof CNHtestfacilities
Project Management - Engineering New 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 Improvement
 Labstaff growthandretentionwasrequired. Securedtechnicalchallengesforstafftodesignandperformtests
normally 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.
 Labrenewalprojectwasnotbeingprioritized.Expandeduseof new productdevelopmentworkordersystem
toincreasevisibilityforlabimprovement. Boostedawarenessandcompletedthelabfacilitiesprojectontime.
EDUCATION
IowaStateUniversity,BachelorofScience,AgriculturalEngineering-MechanicalDesign 1993
PMP andLeanSixSigmaGreenBeltCertification 2018
COMMUNITY/VOLUNTEER/SERVICE
ElementaryDistrict33SchoolBoardMember WestChicago
Community FellowshipChurchMinistryPartner WestChicago

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Chad mc lean resume ep4

  • 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 and new product development, physical testing and mechanical design. Coordinating business and technical requirements. Making work less like work. Meeting requirements with increasing quality and efficiency. Leadership | Product Development | Quality | Automotive | Industrial | Results PMP, Lean Six Sigma Green Belt, Failure Mode Effect Analysis (FMEA), ISO9001:2015 QMS, CAPA (Corrective Action Preventative Action), GD&T, inspection tools, MetTrack, Edaq, Campbell Scientific, Morphee, SAP, Pro-E, SharePoint, Microsoft Office KEY ACCOMPLISHMENTS  All project stakeholderswere resistant to definedscope. Engagedstakeholder’s ownershipthrough bottom up planning ofproject details. Negotiatedagreement of plan andacceptanceofresults forall stakeholders. Completedproject on time andunderbudget.  Product validation plan required testing a new configuration. No reliable test procedure existed. Influencedleadengineer to provide detailedcomparisonof configurationoptions. Saved the project over $200K byguiding the team review that removed the requirement forthis test procedure.  Project material was delivered inconsistently. Identified procurement needs. Justified and hireda person to relieve engineers of procurement work. Reduced costs $70K per year by consolidating procurement, improvingefficiency andreducing spending.  Aggressive plan to resolve current product issue was labor intensive. Revised plan to reduce complexity. Diagnosedthe issuein 50% of thetime whilereducingrequired laborby 70%.  Equipment calibration process was uneven acrossthecompany. Initiated project to improve thelocal process. Proposedimplementingprocessatothersites. Directedtheimplementationplan for10sites globally. PROFESSIONALEXPERIENCE PRINCE CASTLE, Carol Stream, Illinois 2018 Manufacturer of commercial quick service kitchen equipment. Innovation 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 systems relatedto development of productsfor new markets.
  • 2. SUNCAST CORPORATION, Batavia, Illinois 2017 Manufacturer of outdoorproducts and commercial storage and housekeeping products. Quality SystemEngineer -ContractedtoimprovetheproceduresoftheQualitydepartment.  Createdandlaunchedamonitoringandmeasurementequipmentcalibrationverificationprogram.  Authoredatrainingplantoimprovethedatacollectedby 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, mentored and supervised staffs of engineers, technicians,interns and coopstudents whoperformed wholevehicleandcomponentproductdevelopmenttesting.Advancedthecapabilitiesof CNHtestfacilities Project Management - Engineering New 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 Improvement  Labstaff growthandretentionwasrequired. Securedtechnicalchallengesforstafftodesignandperformtests normally 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.  Labrenewalprojectwasnotbeingprioritized.Expandeduseof new productdevelopmentworkordersystem toincreasevisibilityforlabimprovement. Boostedawarenessandcompletedthelabfacilitiesprojectontime. EDUCATION IowaStateUniversity,BachelorofScience,AgriculturalEngineering-MechanicalDesign 1993 PMP andLeanSixSigmaGreenBeltCertification 2018 COMMUNITY/VOLUNTEER/SERVICE ElementaryDistrict33SchoolBoardMember WestChicago Community FellowshipChurchMinistryPartner WestChicago