A quality assurance management professional known for creating value-added, user-friendly, documented systems. Strong project management skills, aligning organizations to a single standard and instituting registered quality systems. Obtains key stakeholder buy-in by incorporating their critical-to-quality characteristics to achieve the best process for the whole group. Experience in working at the international, corporate, and individual level, communicating with all levels within organizations. Familiarity with many working environments including hospitals, manufacturing, service, and offices. Products include the manufacture of million-dollar water treatment equipment, flat sheet membranes, medical devices produced in clean rooms, and automotive part supply.

Director Performance Improvement @ Oversee the Performance Improvement team and all initiatives. Manage projects and implementations for on-going benefits. Work with company-wide site and team leadership to identify and execute performance improvement opportunities to provide significant changes in processes and performance in patient satisfaction, quality, throughput, and overall financial performance. Develop the leadership training modules and implement tactics for future growth and development of the management team in Six Sigma and Lean applications. From October 2015 to Present (3 months) Buffalo/Niagara, New York AreaCost of Quality (COQ) Leader @ Global Cost of Quality program development and coordination for the Lufkin division of GE Oil & Gas. Aligning resources and methodologies to understand the full extent of the costs involved, and execute projects to improve bottom line results. Working closely with business leadership across finance, supply chain, engineering, manufacturing and quality functions to define and execute the COQ initiatives. From January 2014 to October 2015 (1 year 10 months) Houston, Texas AreaGlobal Quality Management System (QMS) Leader @ Simplified the QMS by standardizing the core processes, migrating to a single Registrar and creating regional certificates. As new facilities were acquired, aligned site-based QMS processes into a singular system. Incorporated the local best practices into the global standard for continuous improvement and acceptance. Accomplishments included: • Integrated GE Water’s 63 global sites into the requirements of the Corporate QMS, while ensuring compliance. • Unified all sites on core processes (corrective action, documentation control, audits, etc.). Coordinated implementation, changes, tools, training, and the supporting documentation • Regionally aligned 24 ISO Certificates to six. -> Resulted in 11% cost savings. -> Won the GE Power & Water “Quality Award” for a “significant impact on the business.” • Streamlined over 50 separate Corrective Action / Complaint Systems to create one. Improved buy-in and deployment through testing and cross functional team input. From December 2005 to December 2013 (8 years 1 month) Black Belt - Quality Systems @ Utilized and mentored the Define-Measure-Analyze-Improve-Control (DMAIC) project process. • Project Manager for medical device facility move from Washington State to Minnesota. Responsible for the project plan and coordination of local efforts on both ends of the move. -> Bottom-line savings of $1.5 million. -> Won GE Water’s “Lean Global Leadership Award”. • Mentored over 10 non-traditional Green Belt Six Sigma projects. Taught multiple portions of the curriculum. • Instituted a uniform quarterly management review format at each facility. The corporate-level review instituted with senior management was noted as a “Best Practice” by the external ISO Registrar. • Wrote GE Water’s Quality Policy statement, joining Six Sigma, Lean, and ISO. From August 2003 to December 2005 (2 years 5 months) Corporate Quality Assurance @ (1400 people) Manage ISO 9001 compliance for 8 sites. Drive 3 sites without formal quality systems to ISO registration. • Achieved ISO 9001 registration within six months for a 225 employee manufacturing facility. Won GE Water’s “Customer Performance Award” for registration and plant improvements due to improved customer on-time performance. • Obtained a separate registration for a small multi-site in six months. • Responsible for coordinating a customer audit that lead to $3M in sales. From 2002 to 2003 (1 year) Greater Minneapolis-St. Paul AreaQuality Assurance Manager @ (600 people) • Responsible for the ISO 9001 systems and all product quality activities for three manufacturing plants and corporate services. • Turned around company from brink of losing certification when I was hired to showing “best practices”. • Supervised nine, including quality assurance engineers and technicians. From 2000 to 2002 (2 years) Greater Minneapolis-St. Paul Area

MS, Industrial Engineering - Quality Systems @ University at Buffalo From 1987 to 1994 BS, Industrial Engineering @ University at Buffalo From 1983 to 1987 Gerald Zeder is skilled in: Auditing, Corrective Actions, Six Sigma, DMAIC, Continuous Improvement, Black Belt, Manufacturing, Root Cause Analysis, Process Improvement, Operational Excellence, Quality Management, Quality System, Document Control, Iso 9000, Cross-functional Team Leadership, ISO 9000