Director, Delivered Quality (MCE)

Equinix•Toronto, ON

1d•$177,000 - $265,000•Hybrid

About The Position

Under global leadership, this Director role leads the Supplier Quality Management (SQM) system for MCE to push quality upstream. Accountable for CTQs, APQP/PPAP, First‑Article, and CTB/CTS gates; tiered audits; SCAR/8D to verified effectiveness; transparent dashboards; and executive reporting. Build and lead the SQM function for MCE. Institute CTQs, APQP/PPAP, First‑Article, and Clear‑to‑Build/Clear‑to‑Ship gates; run tiered factory audits; deploy SCAR/8D to verified effectiveness; and connect factory evidence directly to commissioning acceptance to improve FPY and reduce post‑delivery escapes.

Requirements

12+ years in supplier quality or manufacturing engineering for complex electro‑mechanical systems (mission critical preferred)
Mastery of APQP/PPAP, FMEA, control plans, MSA, and 8D; proven factory audit leadership and supplier development
Experience connecting factory QA/QC to commissioning acceptance (FAT/IST/tagging)
Strong executive communication and escalation ownership; data‑driven and dashboard fluent

Responsibilities

Define CTQs per product/variant; implement APQP/PPAP, PFMEA, control plans across key suppliers/integrators
Establish Clear‑to‑Build/Clear‑to‑Ship gates with evidence packs (process readiness, EOL/FAT FPY) before shipment
Define CTB criteria: design freeze, validated drawings, approved BOM, qualified sub-tier suppliers, manufacturing readiness (MRL)
Define CTS criteria: FAT pass (FPY targets), defect burn-down closure, full evidence packs (test reports, protection settings, firmware baselines)
Require digital turnover packages integrated into internal systems (e.g., Facility Grid) for traceability and lifecycle management
Validate system-level performance prior to shipment (integrated controls, communication protocols, protection schemes, load simulations)
Enforce no-ship policy without CTB/CTS approval, with executive escalation for exceptions
Stand up a risk‑based, tiered factory‑audit cadence (process capability, traceability, calibration, EOL test coverage)
Implement multi-tier audit cadence (initial qualification, periodic surveillance, NPI-specific audits) based on supplier criticality and risk
Assess manufacturing capability: process capability (Cp/Cpk), workforce competency, automation, line balancing, and throughput constraints
Validate end-to-end traceability systems (materials, components, firmware, test results) and integration with internal quality systems
Review calibration programs, test equipment readiness, and EOL/FAT coverage for all critical parameters
Ensure alignment between vendor QMS and internal systems, including data exchange and issue tracking integration
Drive closure of audit findings to SLA; launch supplier development plans where capability gaps exist.
Establish global quality management system (QMS) and standardized program deployment
Mandate internal QMS adherence aligned with ISO standards and ensure consistent implementation across AMER/EMEA/APAC
Deploy standardized quality programs, templates, and governance models (ITPs, FAT/IST protocols, CTB/CTS requirements)
Integrate vendor QMS frameworks with internal systems (e.g. issue dashboards) for end-to-end visibility and alignment.
Provide input to project risk assessments to Regional Procurement
Deploy SCAR/8D templates and SLAs; verify corrective actions at source and prevent recurrence
Integrate defect trends and field data into centralized dashboards to prioritize systemic fixes and prevent recurrence
Establish clear issue escalation and resolution pathways across internal teams and supplier organizations
Publish delivered quality KPIs: FPY at FAT (+15–20%), post-delivery escapes (−30%), SCAR cycle time (≤30 business days for A/B), audit closures (≥90%), and CTB/CTS compliance (100%)
Maintain centralized dashboards and reporting cadence (bi-weekly risk reviews, monthly SQM, quarterly business reviews)
Issue executive-level supplier communications (red/amber status, formal letters) with clear ownership and actions
Embed quality obligations, data‑packs, stop‑ship rights, and remedies into capacity/pre‑buy constructs and contracts
Standardize quality language and deliverables in RFQ/award documentation
Connect factory quality data to program gates and commissioning evidence to prevent late stage defects
Partner with Procurement to make quality contractual and enforceable
Escalate systemic risks with quantified impact and proposed remedies; track closure to SLA with verified effectiveness