Quality Assurance Manager CV Sample

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Richard Tim

Quality Assurance Manager


Proven Quality Manager with 20 years of experience in manufacturing.    Excellent reputation for resolving problems, improving customer satisfaction, and driving overall operational improvements.  Consistently saved costs while increasing profits.   Strengths in process improvements and root cause analysis backed by a Bachelors Degree in Mechanical Engineering, Masters Degree in Business Administration, and Six Sigma Black Belt certification.


  • Six Sigma Black Belt Certification
  • Microsoft Office
  • Minitab software
  • Visio software
  • Internal Auditor
  • Statistical Analysis
  • Regulatory Compliance
  • Root Cause/Corrective Action
  • Communication
  • Process Improvement
  • Decision Analysis
  • Lean
  • Training/Mentoring

Work Experience

Quality Manager



Key Objectives:

  • Compliance management
  • Drive improvements in KPI’s,
  • Manage the Quality departments and optimize the resources in each plant.  
  • Formalize goals and objectives for both Quality departments. 
  • Mentor and improve quality resource knowledge and skillsets.
  • Responsible for onboard QMS and Quality training for all new hires.


  • Successfully led both plants through API and ISO recertifications
  • Changed the mindset of the Quality team from a reactive stance to proactive
  • Restructured the roles of the Quality team in order to improve efficiency while our department was understaffed.
  • Trained and mentored Quality and Production personnel to lead successful project teams
  • Implemented internal procedural audits
  • Led successful project teams for reducing internal reject rates and cost reduction by using regrind material in the manufacture of the rod guides (Cost savings of over $160k annually)

Quality Manager



Key Objectives:

  • Managed and directed the quality team including Quality Technicians, Auditors, and Line Checkers on 3 shifts
  • Responsible for all customer interactions in terms of complaints, audits, SCARs, RMA’s, process validations and first articles
  • Coached, mentored, and led all members of the Quality team
  • Analyzed data related to complaints, scrap, non-conformances, and KPI’s to establish projects and improvement plans


  • Improved on time deliveries by 12% thru changes to the final audit process which involved a priority rack and a streamlined part flow
  • Successfully led two validation studies from concept to completion which resulted in new business from a top tier Medical Device company
  • Implemented process changes which streamlined the Line Checkers data entry tasks, saving 2 hours per day as well as eliminated data entry errors
  • Trained and mentored Quality Technician to lead internal compliance audits and methodologies on completing a successful project from conception to implementation

Principal Quality Engineer



Key Objectives:

  • Manage and direct the quality team including Engineers, Quality Technicians, and Quality Inspectors
  • Responsible for all customer interactions in terms of complaints, audits, SCARs, RMA’s, process validations and first articles
  • Use statistical analysis techniques to remove several redundant quality inspections resulting in less scrap, higher productivity and improved service levels
  • Coached, mentored, and led all members of the Quality team
  • Analyzed data related to complaints, scrap, non-conformances, and KPI’s to establish projects and improvement plans


  • Reorganized the Quality Department to better align with business functions
  • Shifted the mindset of all Quality team members from a “Quality Control” to a “Quality Assurance” mentality, which changed the focus from reactive to proactive techniques
  • Consistently exceed KPI goals year after year
  • Key player in bringing new business into the Mannford facility including Accelerodesis and ClipVac production lines
  • Led and facilitated multiple successful kaizen events including set up reduction (SMED), improvement to training program, and variation reduction projects

Division Quality Manager

Act Graphic Packaging


Key Objectives:

  • Responsible for quality metrics of 10 manufacturing plants in the US
  • Worked closely with Sales, Upper Management, plant management teams, and customers to improve quality and production key process indicators
  • Liaison for all strategic customers


  • Automated the TPC procedure across the division to error proof the number one customer complaint.  Automation has reduced TPC related complaints by 91% in 2013
  • Reduced complaint response time from 102 days to less than 4 days
  • Standardized complaint procedures across division
  • Improved DPPM for top account from 9319 to 3524 in 6 months
  • Reduced number of complaints by 55% 
  • Took over Production Manager responsibilities when the Production Manager was transferred to another plant, in addition to Quality Manager and AIB Coordinator roles
  • During the two years that I managed the production and quality of  the plant, Jacksonville was the #1 plant in the Division every month on all quality KPI’s and in the top 3 plants for all production KPI’s month after month
  • Led the Jacksonville Plant to achieve and maintain AIB certification
  • Worked with all division CI Managers to standardize processes and procedures across all plants
  • Responsible for implementation of all new SKU’s across the division
  • Created spreadsheets, databases, decision analysis tools to be used across the division for new SKU’s or changes to existing SKU’s
  • Led a team consisting of management positions in Louisville, Jacksonville, Chicago, and Salt Lake City facilities to ensure a seamless transition of new business
  • Acted as liaison between Graphic Packaging and our strategic customers, which included customer visits, quarterly quality reviews with plants and customers, and defining and implementing permanent corrective actions to all quality complaints and issues
  • Responsible for continuous improvement projects for all division plants (Three month project in Kansas City plant realized over $80,000 annual cost out)
  • 1 of 5 members of the division traveling team, responsible for leading and facilitating Lean principals across the division.  This team accumulated savings for the Salt Lake City plant of over $640,000 annually during its 3 month Lean initiative
  • Trained candidates from all plants on “Focused Improvement” methodologies
  • Successfully accomplished over 50% reduction in set up time on three machines in Jacksonville facility ($116,000 annual savings)

Sr. Quality Engineer

Tendela Continental Motors


Key Objectives:

  • Responsible for overseeing the quality and operations of four departments.
  • Worked with Business Unit Leader and Manufacturing Engineer to manage all aspects of business unit
  • Trained and mentored team of Greenbelts


  • Key player in implementing CAPPs (computer aided process planning)
  • Performed Six Sigma project which reduced nonconforming crankshafts from 10 per day to less than 3 per month. (This project realized an annual cost reduction due to rework and scrap of over $300,000)

Sr. Quality Engineer

Aron Corporation


 Key Objectives:

  • Supervised Quality Engineers and Techs and Gage Crib personnel
  • Responsible for all manufacturing processes, tooling, cnc programs, etc. for two machining departments, a plating department, and an assembly area
  • Led several cost reduction teams utilizing Six Sigma, 8D, and other process improvement tools
  • Led internal ISO audit teams


  • One of only six people in the plant to be selected for Six Sigma training, one of only three who achieved Black Belt certification
  • Achieved Certified Quality Engineer through American Society of Quality
  • Promoted to Sr. Quality Engineer in 2003
  • Average annual savings of $210,000 from 1997 to 2004 
  • Designed fixturing and tooling using both AutoCAD and Pro/Engineer software
  • Conceptualized, designed, and implemented a gaging system that resulted in over $140,000 in cost savings through quality improvements (reduction of scrap and rework)
  • Designed tooling and created processes that allowed parts to be transferred from a machine with an 8 hour set up, and 8 minute per part cycle time to a machine with a 30 minute set up and 1 minute cycle time.   Resulted in $145,000 annual savings


Bachelors Degree Mechanical Engineering

San Jose State University

Masters Degree Business Administration

Northeastern University


  • English
  • French
  • Arabic
  • German

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