Shoichi Arakawa / 荒川　将一

1. Cross-functional Management on New Project Launch (ADAS related system) a) New Project Launch Management – Monitor and manage the project for multiple areas, which has competed and won the business newly from another supplier, to successfully launch the product, including establishment of the Post SOP Quality Assurance Organization. The discussion is being involved Engineering and multiple Quality groups globally. 2. Customer Management (both external and internal) a) Customer relationship improvement – Improve the communication between the Key Quality team at the Customer side and Company to regain the trust-wise relationship and win more business. Customer relationship has been become the worst condition especially with the Customer Quality team at the customer side and it has been the roadblock to obtain a new business. Improved the transparency and speed on the communication and rebuilt the good relationship with the subject group. As the result of this improvement, new business was awarded from the customer. b) Internal communication improvement – Improve the internal communication, especially technical information, between Japan and subject oversea sites to let the team understand the customer request accurately and speed up the response time until we feedback the requested information to the customer.

Global Quality Team Leading: 1. Customer Scorecard Improvement Activity – Monitor the significant quality KPIs for all subject Just-In-Time plants. (North America: 3, South America: 1, Europe: 1, APAC: 2, and China: 1) Set the target, analyze the weak point, establish the appropriate corrective action plan, and follow up the activities to achieve the target including on-site visit. 2. Communication Enhancement – Establish close communication between the customer’s Headquarters and local plants in the world to secure the most effective and timely response. 3. Best Practice & Lessons Learned follow up – Enhance the Global systemic recurrence prevention system establishment as Global Quality Lead. Score 8D report based on the requirements and improve the quality of the problem solving performance. Share the lessons learned / best practice with other regions to improve the quality level corporate-wide. Quality Management System Internal Audit based on IATF16949 Requirement: 1. Annual Internal Audit as Lead Auditor – Audit internal QMS for the responsible locations (India, Korea, and Japan total 4 locations) to find out nonconforming, follow up on corrective action establishment, and make sure that the all open items are closed. Launch Quality / Quality Engineering: 1. Launch Quality – Follow up on the product development activities for new programs with Engineering, Manufacturing Engineering, and Program Management teams as a part of SDT (Simultaneous Development Team). (*Main development responsibility is done by local team.) Also follow up on customer process audit visit.

自動車用自動防眩ルームミラーでシェア80%以上を占めるGentex Corporation（米国）の日本法人、Gentex Japanの品質グループを束ね、全ての日系自動車メーカーへの品質に関わる業務全般を担当。製造要因、化学材料、電気電子素子、ソフトウェア等多岐にわたる不具合への対応、設計/工程変更の推進、開発時における作りこみ品質のフォローアップ、特許庁への特許申請サポート、材料リサーチ等も担当。 Currently working as Customer Quality Manager at Gentex Japan, Inc. - Japanese branch office of Gentex Corporation (US base company) , who has more than 80% share in the automotive industry for auto-dimming mirror. Has responsibility for Quality related for all Japanese Car manufacturers, such as corresponding eclectic defects on Mfg., Chemical, electrical component, and software areas, processing design/process change, introducing quality engineering into product development stage. Also supporting patent application to Japan Patent Office and chemical research for HQ R&D team.

CCI Corporationの子会社である北米現地法人に配属、原材料の受入検査、完成品の検査、成分分析による手直し処方の確立、顧客先への報告書提出・説明、QS-9000の管理責任者として第三者機関の監査対応、等。

自動車用不凍液（LLC）の海外向け製品の開発。新処方考案・評価試験実施及びレポートの作成、海外顧客先から回収した部品の解析（SEM, EPMA, X線回折, FT-IR等使用）、解析レポート（英文）作成。