Eddy Wong: in San Diego, CA

A senior member reporting to General Manager; responsible for all quality related issues including quality assurance, quality control and supplier quality. Core Health & Fitness is a leader in developing and marketing advanced cardio training and strength training products for the commercial fitness industry. • Performance Improvement - Initiated the yield improvement project to improve the FAT FTY to 95% by improving the welding process including SOP & fixture maintenance and reducing the scratch problem by improving the protection of the parts during storage and transportation • Continuous Improvement - developing the special process audit protocol and authoring the robotic MIG weld qualification protocol • Process Improvement - Worked with the Sourcing team to develop and implement the global sourcing process including RFQ & Quotation, Risk assessment & Feasibility analysis, Negotiation and Contracting, Supplier Qualification and FAI & PPAP • Suppliers Performance - Successfully negotiated and worked with the strategic suppliers to meet quality, delivery and cost objectives in 2016

A senior member reporting to General Manager of Asia Operations; responsible for all quality related issues including quality assurance, quality control and supplier quality. Hilite is the reliable and competent Tier 1 automotive supplier that develops and manufactures camphasers and control valves for automotive engine/transmission. • Data Management - Successfully developed the data management system for collection of the dimensional measurement data of subassemblies, and feedback the data to production for machine adjustment if necessary. This reduced the rejection rate (>10%) and the quality cost. • Quality Management - Took leadership of the team to develop the quality system and successfully achieved the ISO/TS16949 Letter Conformance and SA8000 Certification. • Performance Improvement - Initiated the yield improvement project to improve the FTY of DQ200 valve to 85% by enlarging the chamfer of spool. This change made the leakage of valve higher but within the specification. • Problem Solving - Customer rejected several shipments of DQ200 valves because of cleanliness test failure (metallic particles). Implemented leaderships to improving the assembly fixture/process by adding the air blow/vacuum at several stations and to enhancing maintenance program of assembly fixture. Also, the supplier improved their tumbling process by using different shape and smaller size of tumbling stones. This had significantly reduced the burr on the edge of housing. The result was zero rejection of cleanliness test by the customer.

Leadership team member reporting to the Vice President of Operations, of a $50M networked equipment company. Primary accountabilities involved providing the quality strategy for the organization & management of the Corporate Management System, and managing quality processes with contract manufacturing outsourced programs. • Organizational Management - Developed the system for data collection of the KPI by working with the IT team and provided the ARR and DOA data to the contract manufacturers to drive the continuous improvement program including establishing the RMA process to returning the defective units for failure analysis. ARR and DOA of 2010 were significantly reduced by 60%. • Quality Management - Took leadership to rebuild the broken quality management system; worked with a consultant to perform the gap analysis and to initiate the internal audit program. Successfully achieved the ISO9001 re-certification in 2009. • Process Enhancement - Improved the Dock-to-Stock products to 90% by implementing the 3rd party inspection in Hong Kong and the source inspection by Lantronix local engineer. This had significantly reduced the work load of Lantronix incoming inspector and speeded up the delivery of products to the customers. • Manufacturing Automation - Worked with the supplier to build up the automatic functional tester for testing the Xport parts; this improved the productivity by 30%

A senior member of quality leadership reporting to the Director of Operations for a $20M fast-paced valve and actuator manufacturer for industrial gas turbine engines. Primary accountabilities involved developing the business plans for the operations and establishing the long term quality strategic plan for the company. • Cost Reduction - Took leadership to implement Lean Six Sigma in the company, and taught a Six Sigma Yellow Belt course. 6 projects were completed in 2007 and the total cost saving exceeded the goal (0.9% of Sales). • Process Improvement - Contributed to the on-time delivery activities including source inspection at key suppliers' site and provided sufficient resources at final inspection (one receiving inspector was trained for final inspection). It was outstanding improvement (95%) in 2007 as compared to 2006 performance of 64%. • Quality Assurance/Compliance - United Technologies (UTC) required a rapid deployment of Achieving Competitive Excellence (ACE) operation system at PECC after acquiring PECC in 2007. Took leadership of the ACE team and set up the ACE qualifying training. Fully utilized the ACE tools through application within the cell and successfully obtained UTC Achieving Competitive Excellence (ACE) Bronze medal in 2008. • New Technology Development - Developed the Weibull analysis method to graphically predict the reliability of PECC products and then initiated the design change activities (new motor map acceptance criteria and new break-in mechanical tool had been created) to reduce warranty costs by 20% on an annual basis and reduce return rate to less than 5%

Primary accountabilities involved the managing the China based contract manufacturers to ensure new products always fulfilled the agreed specification as well as met and exceeded customer expectation at optimal cost of quality. EATON Powerware Division is a global leader in uninterruptible power system (UPS) technology • Process Improvement/Cost Reduction - Successfully established the return process of defective products to contract manufacturer for repairing and then returning them as the refurnished products. This activity had resulted in very significant warranty reduction savings of over $2 million to Powerware in 2003. Also, this gave supplier visibility into field failures and improved the quality of Powerware products • Cost Reduction - Organized a cost reduction project on the extended battery modules with supplier in 2004 to eliminate the battery holder and substitute the battery housing by having a SUB-FLOOR that includes tabs that holds the unit in place. The estimated amount of annual savings to the supplier is $90,000 based on material reduction plus the saving acquired for the assembly improvement time (estimated in 50% less assy. time). Powerware got the 2% price reduction of this product in return. • Process Improvement - Successfully implemented the On-going Reliability Test (ORT) program at supplier's site. In one instance, a supplier experienced a failure in ORT that led to the early correction of a design issue and minimized a field return and customer inconvenience incident. The ORT graphical reports were provided to the customers showing Powerware products met at least high MTBF (warranty period) requirements. • Supplier Development - Voluntarily took leadership to implement Lean Six Sigma to the Asian suppliers for process improvements; conducted Green Belts training and coached >20 projects (using DMAC methodology) on process capability improvement, failure rate reduction, improvement of on-time delivery, etc. which saved the supplier $50K in 2003 and improved the quality of Powerware products.

A senior member of quality reporting to the Vice President of Quality for a $10M medical device (infra-red ear thermometer) company. Accountabilities included overseeing the operations in Asia; the team included three local engineers to perform the sourcing inspection, process audit and validation test at the contract manufacturers' site. • Business Support - Managed the team to provide timely and reliable analysis of customer complaints including laboratory analysis of bad component, and forwarded information to Regulatory Affairs representatives and the contract manufacturer and/or appropriate departments that could promote corrective action of quality improvement. • Performance Improvement - Researched and revised the time constant specification of the TS-15 sensor to reduce inappropriate rejection rates (around 20%) seen in receiving inspection • Process Improvement - Developed and qualified a "go-no go" gage system to simplify the functional testing of probe cover and to add the scanning system to capture the inspection data on the EXCEL spreadsheet. This eliminated the supplier's operator fatigue and improved the efficiency of parts shipment released to Thermoscan. • Supplier Development - Implemented the SPC program at the contract manufacturer site. They charted all critical processes and reacted appropriately to the control limits. This had done much to improve their processes. The contract manufacturer had consistently met their quality and delivery commitments and was awarded Thermoscan's 1994 Total Quality Awards