Michael McKinley has over 25 years of experience in quality assurance and process improvement roles. He is currently the Director of Quality Assurance at GATX Corporation, where he manages quality operations, a $1.9 million budget, and a team of 17 managers and engineers. Previously, he held director roles at Nippon Sharyo USA and quality management roles at VAE Nortrak and Electro-Motive Diesel, implementing quality management systems, reducing defects and customer rejects, and improving processes. He has a Bachelor of Science in Industrial Engineering and a Master of Science in Industrial Engineering from the University of Illinois.

1. Michael F. McKinley
770 S. Washington Street, Naperville, Illinois • 630- 956- 1204 •
michaelmckinley1350@yahoo.com
Quality Professional with a passion for problem solving and robust corrective actions. Hands
on approach to mentoring employees and resolving shop issues.
Education
University of Illinois
• Bachelor of Science - Industrial Engineering
• Master of Science - Industrial Engineering
Experience
GATX Corporation – Chicago, Illinois
Director of Quality Assurance
2013 – Present
• Management
o Directed Quality Operations for all GATX North American Operations
o Managed a budget of $1.9 million covering all corporate QA functions
 Compliance, New Car inspections, QMS – Quality Management System, Supplier Quality,
and Training for eight fixed locations and Field Service network
o Managed a network of 17 Managers, Coordinators, Engineers, New Car inspectors, and Weld -
NDT Trainers
o Well versed in leading multi plant Quality programs
o AAR Appendix B Task Force member
• Quality Culture
o Designed and implemented Quality Incentive Program to enhance quality culture at GATX
o Developed Quality “Good Catch” metrics for audit findings and inspection defects to reward
finding improvement opportunities upstream
o Hands on approach with shop visits to understand issues on the shop floor
o Proactively visited major customers to obtain the “Voice of the Customer”, enhance relationships,
and address issues
o Led Corporate review of all customer rejects to drive robust corrective actions
• Process Improvements
o Cut customer reject rate by 75% in three years and maintained that level of customer service
 Implemented quality metrics to promote catching defects, issues early on in the process
• In-Process Inspections vs Final Inspections
• Internal audit findings vs Regulatory findings
o Implemented “Functional testing” of rail cars to simulate customer touch points.
o Network wide “Best Practices” to accelerate process improvements

2. o Implemented Quality “Management of Change Process - MOC” to reduce repeat problems
o Leak Test / Bench Test enhancements achieved by eliminating “Out of Calibration” gauges
o Tamper-Proofing of service equipment to facilitate easier customer complaint investigations
• Training
o Designed and implemented quality training programs for service equipment, repair, and finishing
to mirror welding and NDT programs
o Service equipment - car cut outs ( skid, top service equipment ) for hands on training
Nippon Sharyo USA – Rochelle Illinois
Director of Quality Assurance and Field Service
2012 - 2013
• Guided all Quality and Field Service Operations of Nippon Sharyo USA
• Designed and implemented total Quality Management System
• Designed and implemented 5 Step CAPA / customer complaint / calibration systems
• Led company’s efforts in Complete Vehicle testing , Complete Car Body fabrication Inspections
• Implemented Supplier C/A System, Automotive Style “Controlled Shipping” process
• Hired and train 30 new employees
• Managed 52 Managers, Engineers, Inspectors, Field Service reps.
VAE Nortrak – Chicago Heights, Vancouver, Pueblo, Newton, Birmingham,
Decatur, Cheyenne, Seattle
Senior Manager – Corporate Quality Assurance Manager
2006– 2012
• Led the integration of eight separate Nortrak facilities into one Quality Management System.
o Policies, Procedures, Work Instructions, Quality Specs, Calibration.
• Designed and implemented a Corporate Corrective Action System integrated within SAP.
• Obtained ISO certification across all eight Nortrak facilities. Two of which were starting from scratch.
• Implemented “Best Practice” process changes on rail finishing that virtually eliminated rail break field
failures.
• Developed and fostered customer relationships with all Class 1 customers.
• Coordinated the complete documentation system for weld repairs on manganese castings.
• Developed Sourcing Review Board with Purchasing to review / approve all significant sourcing decisions
to make sure manufacturing and engineering are integrated into the process.
• Hands on approach to shop floor to stay in touch with compliance to work instructions and procedures.
• Manage eight QA managers and 24 inspectors with a budget of $ 2.2 million
Electro – Motive Diesel, Inc. – LaGrange Illinois
Supplier Quality Manager/ Supplier Development Manager
1994 – 2006
• Board member of WWP (World Wide Purchasing) sourcing team. Evaluated and selected new domestic
and international suppliers based on cost, quality, delivery, capacity and capability.

3. • Developed and utilized a Web-based tracking system of supplier quality issues using a seven-step closed
loop corrective action process for resolving chronic, long standing Supplier Quality issues. This resulted
in a reduction of 1000 defective parts per million (PPM) to under 250 PPM in 4 years.
• General Motors Executive Stock Options award, 2001. Awarded for superior performance for above
contributions.
• Led supplier development engineers partnering with Purchasing and Materials Management to resolve
chronic delivery issues.
• Transferred the Supplier Development improvement process and technology to Diesel Division of General
Motors to improve supplier delivery in the defense business. Late supplier deliveries where reduced from
51% to 11 % in one year.
• Led cost savings, lean manufacturing, waste elimination workshops with suppliers such as Atchison
Castings, Jomar Industries, Super Steel, Rail Products Inc, resulting in negotiated savings for EMD and
the supplier as well as increased capacity and throughput.
• Received President’s Council Honors award, General Motors Corporation, 1998. Awarded for managing
LaGrange Continuous Improvement cost savings project, annual savings totaling $ 17 Million
Professional Development
• Dale Carnegie, Leadership Training for Managers
• Cast Metals Institute, Basic and intermediate casting principles
• DMAIC, Lean, Kaizen, Continuous Improvement Workshops