Edmund Lucas

Quality Manager with 11 years of experience, progressive responsibility, successful experience working for transnational 
companies, expert in Quality Management System, fulfillment of Specific Client Requirements, first, second and third party
audits and supplier development and management, effective communication, conflict resolution, responsible and empowered
to enforce product and process quality requirements seeking the productivity and profitability of the company. Leader in
cultural changes oriented towards Quality and Productivity Improvement through Staff Involvement, mainly in the Automotive
Industry, with a High Focus on: Continuous Improvement, World-Class Manufacturing, Customer and People Focus,
Financial-Operational Responsibility (P&L).
 

KNIPPING AUTOMOTIVE
Quality Manager                                                                                                 (12/2020 – 06/2022) 
Reporting to General Plant Manager and Quality Global Director, with a team of 11 direct reports. Making main strategies according to KPI's, goals and targets of company to improve the quality statutes stablished to exceed the customer satisfaction. 

▪ Reduction of the Annual Scrap Target from 2.5% to 1.7%. Worked with manufacturing and production area to implement lean manufacturing tools that allowed reduce defective parts, increase the detection and reduce the occurrence. 
▪ Reduction of the Annual COPQ (Cost of Poor Quality) US$160K. With the reduction of Scrap reduce the
COPQ by scrap, rework, customer claims, internal failures and customer debits. 
▪ All 1 st, 2nd and 3rd Audits passed in green and up to 90%. Make an Annual Schedule Audit and strategy
according to specific audit, dividing in Process, Product and System regarding to Customer Specific Requirements. 
▪ Optimization of Quality Management System. Improvement of the Quality Management system through the integral process strategy apply to all departments. 
▪ Implementation of Lean Manufacturing tools in process floor. In order to have better results regarding to
scrap % and less COPQ, lean manufacturing tools were implemented in the process like KANBAN, 5 S’s, VSM Diagrams.  

TI FLUID SYSTEMS 
Quality Assurance Leader                                                                                   (03/2015 – 12/2020) 
Reporting to General Plant Manager and Quality Global Director, with a team of 9 direct reports. Leading a high performance quality work
team, focused mainly on customer needs, assurance of new releases, process control and administration of the quality management
system.
▪ Development and management of new suppliers to reach 90% of suppliers A. Generation of new
procedure for supplier management, analysis of critical failures and performance of VDA 6.3 process audits on site. 
▪ Successful launch of a new production line for an Audi client. Implementation of quality wall and
safe launch in a period of 90 days with 0 failures at the Audi customer site. 
▪ Process scrap reduction from 1.2% to 0.7% in 2 years. Implementation of Lean tools in the bending
and assembly process for the detection of potential failures as well as lessons learned. 
▪ Savings of US$125K per COPQ. By reducing scrap through improvement actions, the costs of poor quality
were also reduced. 

Master’s Degree, Management Engineering