Dale Nordenstrom

Dale Nordenstrom


Operations Leadership ■Manufacturing ■ Quality Assurance

Driving Strategic Operational and Quality Improvements

Competent Operations and Quality Leader known for elevating customer satisfaction while significantly reducing operational costs.Excellent financial analysis skills provide a foundation for understanding key business levers that drive results.International and domestic leadership experience includes:

❑Multi-Unit Operations Leadership

❑Strategic Planning

❑P&L / Budget Management

❑Offshore Program Management

❑Team / Employee Leadership

❑New Product Development

❑Lean Manufacturing

❑Supply Chain Management

❑Process Improvement

❑Supplier Certification Programs

❑Six-Sigma Processes

❑Contract Negotiation

❑Quality Standards (ISO)

❑Quality / Production Engineering

❑Cost Reduction

Work History

Work History
2011 - Present

Director of Global Quality Assurance

Nov 2007 - 2011

Operations Leader

Hewlett-Packard (Formerly MacDermid ColorSpan Inc

Manage offshore manufacturing and transition of products from lab to manufacturing.Develop metrics to ensure products meet HP’s Quality and Reliability Standards to drive continuous improvement throughout the organization.Accountable for quality, cost and performance of $35 million UV industrial product line.Resolve product quality issues and escalations for current products.

❑Successfully transitioned local factory to Asia.

❑Currently manage Lean Six Sigma contract manufacturer in Asia ($15+ million annual spending).

❑Reduced direct material costs by >12%.

❑Ensure readiness of new products for release to manufacturing and customers.

❑Reduced build / test time by 30%.

❑Decreased field intervention rates by 50%, significantly improving customer satisfaction.

Jun 2003 - Nov 2007

Vice President of Operations

MacDermid ColorSpan, Inc.

Provided leadership for a $60 million printer manufacturing operation in Minnesota. Also held P&L responsibility for $5 million Coating Division in Iowa. Directly or indirectly managed more than 100 employees in two locations.Implemented continuous improvement initiatives, cost reductions, and inventory reductions.

❑Met or exceeded operating profit goals in ’04, ’05, and ’06.

❑Managed move into new facility resulting in annual cost savings of $600,000.

❑Improved quality metrics by 15%.

❑Exceeded inventory turns goal of two months.

❑Achieved operational cost reductions - CY ’05 > $700,000; CY ‘06 >$380,000.

❑Actively participated in design and concept reviews for development of all new products.

❑Managed ISO program, achieving ISO 14001 Certification.

Jan 2000 - Jun 2003

Director of Consumables

ColorSpan, Inc.

Held P & L responsibility for Coating Division with accountability for new product development and improvement of existing products. Executed Consumables business model and managed supply chain for all consumables to ensure continued profitability.Provided leadership to staff of 20 employees including chemists, engineers, technicians and Plant Manager.

❑Increased production by 30% while maintaining costs.

❑Reduced defect threshold from eight to one.

❑Delivered 10% material cost reductions.

Jan 1998 - Jan 2000

Director of Quality Assurance and Manufacturing Engineering

ColorSpan, Inc.

Directed engineering changes and releases on new and existing products.Managed a staff of 15 including supervisors, engineers, and inspectors. Participated as a senior leader in corporate planning process for the fulfillment of business strategies.

❑Improved supplier quality by 20%.

❑Reduced defects per unit by 50%.

❑Reduced returned products by 30% as a percentage of sales.

❑Achieved cost reduction in FY ’99 of $860,000.

❑Doubled production capacity through automation of production line.

❑Developed and Implemented Supplier Certification Program.

❑Built a Continuation Engineering Group (mechanical, electrical and software engineering disciplines).

Jan 1996 - Jan 1998

Quality Assurance Manager

LaserMaster, Inc.

Managed the Quality organization consisting of a Quality Supervisor and five Inspectors.Created receiving inspection and production inspection databases, and developed quality metrics for suppliers, production and customers.

❑Authored policies and procedures for the Quality group.

❑Actively participated in R&D concept and design reviews.

Jan 1995 - Jul 1996

Senior Corporate Quality Engineer

IMI Cornelius, Inc

Facilitated quality improvements at the Chicago and Iowa facilities.Designed reliability and test plans for new and existing products.Prioritized and worked with business units to resolve quality and customer issues.

❑Developed and implemented corporate quality systems for all facilities.

❑Collaborated with regulatory engineers to meet UL and NSF requirements.

Jan 1992 - Jan 1995

Quality Supervisor/Engineer

Micro Component Technology, Inc.

Managed product audit, receiving, dimensional, and final inspection areas.Supervised a staff of five Inspectors performing receiving / dimensional inspections and final product inspections. Developed work instructions for inspection areas, and implemented and wrote documentation for ISO 9000.

❑Managed Material Review Board for the disposition of non-conforming material.

❑Designed and implemented supplier certification program.

Jan 1986 - Jan 1992

Quality/Production Engineer

Alliant Techsystems, Inc. formerly Honeywell, Inc.

Responsible for production engineering activities in Circuit Card Assembly Area. Designed and upgraded assembly fixtures and tooling, and implemented statistical process control. Prepared bids and proposals for new programs.

❑Developed and deployed automated solder inspection system.

❑Designed and implemented computer-aided production processes.



Lean Six Sigma Green Belt


Mini Master of Project Management

University of St Thomas

Mini MBA

Unversity of St Thomas


University of Minnesota
1983 - 1987


University of Minnesota-Twin Cities