Howard Henderson, Jr.

ISO/Quality Management Systems           

Howard has held positions of varying leadership levels for several major corporations. As Corporate Director of Quality for Spartech Corp., Howard led quality management teams across eighteen facilities globally guiding them to align with the company’s mission of Operational Excellence.  He ensured all plants maintained and complied with the ISO 9001, ISO/TS 16949 and ISO 14001 requirements. His experience also includes management of the Environmental, Health and Safety program for another company, including the maintenance and improvement of the quality system.

Automotive

Howard’s automotive experience evolved through supervisory positions at Mitsubishi Motors N.A. and Ford Motor Company.  At Ford he managed their most profitable and efficient vehicle producing Final Assembly Department, where he directed a staff of 9 salaried and 230 union personnel in daily assembly operations.  He was responsible for developing and implementing strategies to improve warranty results and for daily parts control and production scheduling functions.  As Launch Manager, he reviewed business case assumptions and feasibility studies for new model programs and developed key program timelines while establishing and managing a $700 million dollar budget.

As Quality Manager at Mitsubishi Motors, Howard guided a staff of 8 and 110 union personnel within a 2.4 million sq. ft. facility with over 1,000 robots in the daily static and dynamic quality inspection, testing and repair of product.  He was responsible for daily inspection of incoming supplier parts and components and assigned daily tasks for vehicle production while complying with ISO 9001 and ISO 14001 requirements.  In this role he developed and implemented strategies to improve warranty results, and to reduce delivery time, safety issues, cost, labor, and scrap performance.

Examples of business opportunities, savings and results:

• Identified $1.04 billion in lean manufacturing, supply chain and labor optimization opportunities.
• Led ten Six Sigma process improvement and transactional projects yielding approximately $4 million dollars in savings.
• Led team in identifying Body Shop Automation/Robotics refurbishment and replacement initiative resulting in $2.1 million in savings.