David Ringel Performance Improvement & Change Facilitation

**** ******* ** ******, ** 48161 734-***-**** acdukd@r.postjobfree.com

Objective

Obtain a position as a performance improvement and change management consultant that will allow me to

continue to build on the combination of experience I have had the priviledge of acquiring in operations

management and performance improvement consulting over the last 25 years.

Skills Overview & Summary

Having a bunch of skills will get things started. Putting those skills together in effective combinations to create

an environment where people are motivated and able to conduct business effectively and continually improve it

is a skill that will benefit a business and its people long term. Facilitating the development of that environment

is the skill I have the passion and experience to contribute . To support that, it is the skill to learn and adjust that

has stood the test of time and best served the organizations and people I have had the pleasure of working with.

1. Operations Leadership & Improvement 9. Lean Manufacturing, Value Stream Management

2. Performance Measurement & Management 10. Toyota Production System

3. Transformation & Change Facilitation (Mgmt) 11. Six Sigma, Theory of Constraints

4. Strategic Planning & Strategy Deployment 12. Busines Process Reengineering

5. Team Building, Coaching & Mentoring 13. Critical (A3) Thinking & Problem Solving

6. “Hands on” Training & Training Development 14. Creative Thinking & Thought Leadership

7. Supplier & Customer Development & Relations 15. Production System Design & Implementation

8. Workforce Development & Relations / Union & Non 16. Organizational Development & Communication

Professional Experience & Employment History

PERFORMANCE Improvement (2006-Present)

MainStream GS LLC – A Management and Performance Improvement Consulting firm focused on

assisting and teaching organizations Performance Excellence to meet their organizational challenges.

Practice Manager Performance Improvement (March 2012

•

Present)

Responsible for the development and implementation of the processes, products, and services we deliver

•

to our clients. Interface with the clients to understand their needs, select or design an appropriate approach to

solve their problem(s), establish project plans to field that approach, select and train consultant staff to execute

the project.

Senior Management Consultant (2010

•

– 2012)

Responsible for the effective delivery and quality of our consulting engagements. Worked closely with

•

clients and process improvement consultants, coaching and mentoring client leadership in their roles and

responsibilities to lead the development of a culture of improvement and ensure sustainable results.

Process Improvement Consultant (2006

•

– 2010)

Responsible to deliver the consulting engagement. Worked day to day training, coaching, and mentoring

•

client membership executing the project plans to ensure progress and their learning of the applied principles of

pursuing performance excellence.

•

David Ringel

Operations Management (1998 – 2006 )

Hollingsworth Logistics Management LLC – A Tier 2 provider of manufacturing, contract packaging,

sequencing, logistics, and distribution for the automotive industry.

Director of Plant Operations

(2004 – 2006)

Led three business units whose core business was to perform contract packaging and distribution of

•

automotive service parts into nationwide service parts supply chain networks. Led 550 total employees to

successfully meet increasingly stringent quality, cost, and delivery requirements.

Director of Lean Mfg & Continuous Process Improvement (2002

•

– 2004)

Develop and execute a Continuous Process Improvement capability within the organization. Facilitated

•

the development of strategic objectives with senior leadership and the deployment of all supporting initiatives

with middle management and shop floor members. Trained and mentored Continuous Process Improvement

experts.

Plant Manager (1998

•

– 2002)

Manage the day to day operations of the packaging and distribution operations in two facilities.

•

Designed and built our entire production and production management system. Led 350 employees in the

operation of that system to secure increasing amounts of market share while attaining ISO 9002 certification.

Howard Ternes Packaging Company – A Tier 2 provider of contract packaging, logistics, and

distribution for the automotive industry.

•Operations Manager (1993 – 1997)

Lead two business units whose core business was to perform contract packaging and distribution of

•

automotive service parts into nationwide service parts supply chain networks. Led 660 total employees to

successfully meet increasingly stringent quality, cost, and delivery requirements.

Plant Manager

•

(1988 – 1993)

Manage the day to day operations of the packaging and distribution operations in one facility. Designed

•

and built our entire production and production management system and installed them in a new packaging

facility. Led 150 employees in the operation of that system to secure increasing amounts of market share while

attaining QS 9000 certification.

•

Middle Management (1976-1998)

AMCO Convertible Fabrics

•

After Market Manager

•

(1998 – 1998)

Ford Motor Company, General Motors Corp

•

Assembler / Material Handler / Problem Solver

•

(1981 – 1988)

Howard Ternes Packaging Company

•

Shift Manager / Production Supervisor / Maintenance Technician

•

(1976 – 1981)

SERVANT LEADERSHIP CHANGE FACILITATION PROCESS IMPROVEMENT

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David Ringel

Highlighted Accomplishments

Led a 5 year deployment of Continuous Process Improvement in United States Air Force, Air mobility

Command. With diminishing budgets, shrinking resources, and increasing operational tempo, led the Air

Mobility Command’s pursuit of performance excellence. Facilitated the development and deployment of the

command wide performance improvement journey netting hundreds of millions of dollars in operating cost

reductions and mission execution enhancements.

Developed and implemented processing solution that grossed $12M in annual revenue. Ford reduced number

of consigned suppliers to three. Hollingsworth was selected as one of the suppliers. Received notice nine

truckloads of goods would be delivered Friday with a due date of Monday. Designed packaging and handling

solution and returned goods Saturday. Action sealed additional business.

Developed production process that delivered $3M in value added revenue. Awarded a 1 million piece GM

recall project which was faced with the threat for the completed product to have twice the cost of the quoted

price. Selected to engineer fix and control cost and establish a return on investment. Devised and

implemented production process that delivered product for a cost 60% under quoted price. Built packing

stations and automated processing. Reduced quality rejections from 25,000 PPM 700 PPM.

Reduced operating expenses by $328K. Line speed was reduced causing significant revenue loss. Assigned to

squeeze out cost reductions to maintain competitive stance. Assembled cross functional team and applied lean

continuous manufacturing principals. Reduced excess labor to achieve amazing efficiency results.

Improved operational efficiency 105% saving $280K in operating expenses annually and eliminating injuries

related specifically to the work process. Production process has been installed which was ergonomically

challenging and labor intensive. Injuries were frequent and employee morale was low. Studied the

circumstance and partnered with operators in the area to overhaul and implement new tooling, systems, and

processes.

Numerous plant start ups including production and management system designs and implementations to

grasp business opportunities and/or enhance operational performance.

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David Ringel

Professional Profile

David learned business in the automotive contract packaging supply chain in SE Lower Michigan as a Tier 2

supplier to Ford, Chrysler, and General Motors. His skills and experience were developed from the

perspective of the operational unit, from the bottom up, working closely with all facets of the business that

support and govern enterprise performance. He learned and practiced business; first as an operator,

material handler, shipper and receiver, maintenance technician, then transitioned into management as a

production supervisor, process engineer, area manager, shift manager, plant manager, production and

handling system designer and implementer, director of lean manufacturing, eventually culminating as a

director of plant operations overseeing multiple operational business units. The diversity and progression of

his roles in operations in conjunction with what he has learned as a performance improvement and

management consultant give him a complete set of tools to lead a group of people to be effective, efficient,

safe, and fulfilled as an organizational team while satisfying customers and shareholders alike.

His strengths are based in the ability to work with people to teach them how to align to the strategic needs of

the organization and think comprehensively, critically and behaviorally about a circumstance and leverage

the resident knowledge of all of the stakeholders to provide increasingly better products and service over time.

Education & Certifications

Masters Degree level of practical experience in the Administration of Business Operations

AFSO 21 (CPI) Master Black Belt – United States Air Force, (2008)

Lean Six Sigma Master Black Belt – MainStream GS, (2007)

Lean Manufacturing Master – Michigan Manufacturing Technology Center, 2003

Ford Production System (Lean) Expert – Ford Lean Resource Center, 2002

Quality Operating Systems – FOMOCO Supplier Development, 2000

ISO 9002 Auditor – FoMoCo Supplier Development, 1999

Analytical Problem Solving Master – General Motors Corp., 1979

High Scholl Diploma – Monroe High School, Monroe, MI (1975)

SERVANT LEADERSHIP CHANGE FACILITATION PROCESS IMPROVEMENT

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