1. Arthur J. Rehn, Jr.
Chambersburg, PA
SUMMARY
Quality, Process, and Management Professional for 25 years using six-sigma/APQP, ISO standards,
8D, project management, product research and development, and safety principles in quality, lean-
industrial, and chemical applications.
EMPLOYMENT
2005 – 2016 Manitowoc Cranes, (Formerly The Manitowoc Company and Grove
Worldwide US LLC)
2014 – 2016 – Director of Quality, Shady Grove, PA
 Responsible for leading a staff of 19 salary and over 30 hourly quality personnel in an
ISO-9002 environment in 5 key areas of quality on a 305-acre campus with 800-1,400
employees. Responsible for operating and improving a Quality Management System
throughout the facility while hitting financial goals and serving the customer.
o Reliability: Increased the application of APQP principles into new product design
and organized problem solving for existing and new products via warranty
analysis (internal and external). Results: 22% improvement in Mean Time
Between Failures (MTBF) measurements. Reduction in claims per unit within
warranty period.
o Organizational Infrastructure: Structured the auditing and rewriting of ISO
standards and procedures, reorganized the staff to fit lean objectives, achieved
aligned goals across departments, and drove the Value Streams w.r.t. Quality
Data Systems. Collaborated globally in a Quality Management System (QMS).
Results: Passed 3 successive 3rd party audits of ISO system including a
subsidiary of the US Defense Dept. Achieved “teaching organization” status in
most categories with some “world class” recognition by corporate audit. Rated in
top 2 of most categories globally.
o Internal Control of Quality: Strengthened quality gate processes and problem-
solving, instituted the formation of process control plans, capability analysis and
FMEA’s, and integrated local efforts to decrease defects to mitigate cost.
Results: Internal scrap and rework costs decreased by 22% in 2015, yielding
additional $330,000 savings to the business (after 2014 improvements). Quality
Gate escapes decreased by 24% at factory and department levels. Defects
escaping to the last quality gate reduced to 4.9 (from 8.1). 100% on-time
calibration of 4000+ tools for 33 straight weeks.
o Customer Satisfaction: Reduced the size and complexity of (and the need for)
Customer Delivery Inspections and improved quality of response (and reaction
time) to customer. Results: Customer Satisfaction Indices (9.0) and Net
Promotor Scores (67%) approaching levels of Dell, Amazon, Harley-Davidson,
etc. Awarded company global recognition for Customer Service in 2015.
o Supplier Quality: Directed the execution of the PPAP process and the
improvement of the “Worst 30” Supplier performance. Results: 18%
improvement in supplier PPM in 2015. Approved 5,000 PPAPs with 4 quality
engineers, while issuing 50% less deviations to that process. Rework cost due to
suppliers reduced by 60%. Received 2015 Best Supplier Quality Department
award in company.
2009 – 2014 Production Quality Manager, Shady Grove, PA
 Responsible for mentoring Internal Quality staff of 8 salary and 50 hourly personnel to
improve the production performance and customer experience of six major manufacturing
areas through the analyzation and production of metrics that directly relate, for an operation
of 1,400-2,000 employees.

2.  Key Pillars of the department were:
o Process Improvement and Problem Resolution – Managed data collection in each
factory creating defects (per unit) methodology to problem prioritization and
resolution. Established data collection points and quality inspection gates.
Introduced factory level budgeting/goal-setting of quality rework and scrap.
Results: Internal cost of poor quality percentage dropped nearly 40% in 2014.
$1.5 million in cost was avoided while $900,000 was contributed to the bottom
line. Escapes per unit at the last inspection proc ess dropped from 23 to 8.
o Protection of Production – Established Material Review Boards in each factory to
install quarantine methodology. Initiated a centralized master review board to
reduce turnaround time and improve and communicate company response.
Centralized the inspection process. Results: Open non-conformance duration
dropped by 30%. Inspectors became trained in all facets of the business and
were not limited to their previous areas of expertise. Flexibility and response
time improved for inspection.
o Supplier Performance Communication – Targeted and improved supplier quality
and purchasing response through results and metrics generated from the material
review board. Established process and metrics for recovery of suppler-caused
rework costs. Results: Recovery of labor due to supplier rework improved from
0% to a running average of 60%, reaching as high as 80%. Engagement of
suppliers regarding their issues improved.
o Communication of Plant Performance – Spearheaded the application of “Internal
Quality” practices in the Quality Management System. Results: Received the
first and only “World Class” rating for a process for three years while being the
only department without corporate guidance or manuals. In the scoring system,
this quality sub-department vaulted the highest overall against all other sub-
departments in the company.
2005 – 2009 Senior Quality Engineer, Shady Grove
 Responsible for attaining quality production as a point of contact, problem-solver, and paint
resource for the final assembly through shipping processes of the three largest product lines
at Shady Grove. Supervised and trained four new assembly quality engineers located
around the plant. Result: Four trained engineers released into the process with two
promotions between them serving (to date) 36 years.
 Launched the quality processes required to produce a new product line at the facility and
led the quality efforts through the life of that project. Result: Operation produced 100
additional cranes for the business at equal and improving quality to originating plant of that
product line over four years.
1998 – 2005 GST AutoLeather, Inc. (Formerly Garden State Tanning)
2005 Assistant to the President – Special Projects, Southfield, MI
 Responsible for the organization and execution of a special hide utilization project for the
Chief Executive of the company to compare cutting skills and performance of various GST
foreign operations.
 Conceived, performed, recorded, and analyzed all facets of the project by using design of
experiments (DOE) methodology in a confidential manner. Result: Presence established
in China for delivery of product to Japan and savings associated with that move.
2004 – 2005 Corporate Process Engineer, Hagerstown, MD
 Responsible for organizing and executing special projects relating to producing automotive
leather in a QS-9000 environment.
 Led projects world-wide for converting, standardizing, evaluating, and transferring
processes, equipment, and new technology. Result: Added perforation capabilities in China
while improving hide utilization in Mexico by 3%, a savings approaching $1 million per year.

3. 2001 – 2004 Process Engineer, Williamsport, MD
 Responsible for all areas of process control, improvement, and maintenance for all
departments in a leather-cutting facility in a QS-9000 environment.
 Converted method of leather cutting. Negotiated Toyota Motor Company approval to change
cutting methods. Transferred the operations and assets to another facility when facility was
closed. Result: Hide utilization was improved 5%, a material savings approaching $5
million per year. Labor costs decreased by 12%. Operation relocated to Nuevo Laredo and
Saltillo, Mexico.
1998 – 2001 QA Finishing Color Engineer, Williamsport, MD
 Responsible to provide support to Finishing Department and Color Room in all aspects of
color analysis, approval, quality documentation, and formulation.
 Established and expanded quality standards for use throughout the department. Result:
Near total elimination of finish defects which escaped department.
1995 – 1998 Hamburger Color Company (acquired by Huntsman Pigments)
Laboratory Manager, King of Prussia, PA
 Led all aspects of laboratory including Quality Control, Research & Development (including
the replacement of pigments, resins, dispersants, and other chemicals), Customer and
Technical Service, Production, Lab Safety and Instrumentation, Environmental Concerns,
and Employee Supervision matters.
1990 – 1995 Chemcoat, Inc.
Chemical Engineer/Paint Chemist, Montoursville, PA
 Formulated customized paints, stains, films, and coatings for industrial use, providing
customer and technical assistance. Also purchased and performed upkeep on laboratory
and production equipment.
EDUCATION
1986-1990 Lafayette College, Easton, PA, B. S. Chemical Engineering.
Passed Engineer-In-Training Exam (PA)
1982-1986 Montoursville Area High School, Montoursville, PA.
Class Valedictorian