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Diana LaRayn Perron

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									                                            Diana L Perron
                                        13356 Hidden Creek Drive
                                        Andover, Minnesota 55304
                                            Home 763-754-1619
                                             Cell 763-772-4482
                                         dianaperron@comcast.net
                                      www.linkedin.com/in/dianalperron
PROFILE
Quality professional with proven success in deploying power of continuous improvement methodologies.
Extensive experience with Fortune 500 company. Demonstrated ability to move into an unfamiliar area and
quickly identify key improvement opportunities critical to increasing organization efficiency. Change agent,
known for flexibility and results.
EXPERIENCE
CUMMINS, POWER GENERATION DIVISION
Manufacturer of engines and generator sets. Division revenues of over $800 million annually accounting for
24% of corporate sales.

Manager, Global Value Package Introduction, 2007 – 2009
Project manager and customer support global best practice leader for new product development and
introduction. Responsible for global process consistency and compliance, and implementation of processes
and procedures for all customer support functional areas including service engineering, warranty, service
training, technical publications, and service parts.
      Implemented and led global customer support team through successful new product introductions,
         with team members located in Brazil, Mexico, UK, Singapore, India, China, and USA.
        Developed and delivered global training and coaching to ensure all locations were prepared to
         support new product.
        Successfully implemented global new product introduction team recognized as company best
         practice.

Manager, Corporate Quality & Global Warranty, 2003 – 2007
Responsible for all corporate quality initiatives including procedures, internal, external, and agency audits,
quality improvement, corrective and preventive action, and corporate quality council. Global warranty
customer support best practice leader for warranty administration, claim analysis, payment, and
distributor/customer disputes. Managed department budget of $650,000 and yearly warranty account of $18
million.
      Created global warranty team that resulted in development and implementation of global strategies
         and best practices for all warranty locations increasing consistency and improving efficiencies.
         Initiative included regional gap-analysis, centralizing warranty teams, and creation and delivery of
         warranty training for all distributors.
      Led internal quality systems that successfully passed all ISO 9001 agency compliance audits.

Black Belt, Six Sigma Improvement Team, 2001 – 2003
Selected to participate as Black Belt Six Sigma improvement leader.
    Managed improvement projects, using statistical analysis to narrow broad range of factors to critical
       strategic improvement opportunity, with high revenue return ratio, total savings of $500,000.
    Developed and implemented effective systems, processes, and measures; documented improvements
       to ensure future compliance, consistency and maintenance of established cost savings.
    Managed effective teams that were committed to organizational goals and fostered collaboration
       across functions.
    Trained and coached proven methods for Six Sigma quality improvement across organization to
       increase understanding and practice of Six Sigma tools.
   Diana LaRayn Perron                                   763-754-1619                                Page 2

Manager, Order Management, 2000 – 2001
Accountable for orders and shipments of over $500 million annually. Responsible for resolution of
distributor/customer disputes, issues, and inquiries. Managed budget of $2 million and staff of 16 order
administrators.
      Used data analysis tools to develop, document, and maintain process improvements to eliminate
         waste, improve efficiency, and increase customer satisfaction.
      Analyzed production issues impact to customer deliveries and developed practical solutions to meet
         customer requirements.

Manager, Customer Response Center, 1999 – 2000
Responsible for management of internal sales and order fulfillment cycle from delivery commitment through
product delivery. Managed budget of $2.25 million and staff of 17.
     Managed ground-up development and implementation of on-site customer response center to address
        and resolve end user inquiries and concerns.
     Liaison for customer contact and organizational link between sales, factory, and distribution channel
        to ensure timely support and resolution of customer concerns.
     Provided technical support and training for internal and external customers to increase order
        fulfillment consistency and efficiency.
     Developed, implemented, and communicated policies, schedule changes, cancellations, stocking
        charges, and discount programs to update customers on pertinent order information.

Manager, Quality Support & Machine Maintenance, 1994 – 1999
Responsible for all quality support including machining, forming/fabrication, E-coat/paint, assembly,
calibration, metrology, inspection, supplier quality, and internal auditing; strategic planning, budget, and
development/measurement of goals. Managed budget of $1.6 million and staff of 35 engineers, technicians,
inspectors, and 19 machine maintenance technicians.
     Led development and implementation of ISO 9001 registration in 1994, achieved certification on
         first application. Implemented quality system, documentation development/control, and quality
         training to ensure compliance.
     Implemented redirection of receiving inspection to supplier quality improvement/preventive
         activities to control cost and increase supplier quality compliance.
     Redirected machine maintenance from reactive to preventive/predictive/proactive maintenance to
         control cost and increase production capacity.
        Implemented self-directed work teams included gap-analysis of existing manufacturing systems.
         Provided training in team dynamics, conflict resolution, and organizational change to control cost
         and increase employee satisfaction.
PRIOR RELATED EXPERIENCE
Project Engineer, Quality Department
Engineer, Production Quality
Supervisor, Production and Receiving Inspection
Technician, Production Quality
EDUCATION
Mini Masters of Manufacturing System, Saint Thomas University, St. Paul Minnesota
Bachelor of Arts, Business Administration, Metropolitan State University, Minneapolis, Minnesota
Associate Degree, Quality Assurance Engineering, Northeast Metro Technical College, St. Paul, Minnesota
CERTIFICATIONS AND ASSOCIATIONS
American Society for Quality (ASQ)
ASQ Certified Quality Engineer
ASQ Certified Quality Technician

								
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