David L. Wayman

*** **** **** *****

Irmo, SC ***63

(C) 803-***-****

acr0ne@r.postjobfree.com

Professional Summary

I have spent the past 23 years working throughout the manufacturing organization and have spent the last ten years focused on lean manufacturing and operations. I have been successful and have been recognized for high achievement at each level of the organization. I am a self–starter with the ability and track record to conceptualize and implement proven processes by using lean concepts and tools. I am known as a dynamic goal-oriented leader with extensive experience in achieving strong and sustainable gains in inventory controls, inventory reduction projects and operational productivity improvements. I have a strong lean background (lean certification) with international experience. I believe in building strong teams through commitment and loyalty.

Core Competencies

Business Planning

Business Processes

Cost Containment

Efficiency Improvement

Financial Analysis

Lean Methodology

Logistics Management

Project Management

Quality Assurance Operations Excellence

ERP/MRP

Supplier Management

Six Sigma Methodology

Warehouse Management

Husqvarna Mar 2011-Present

Orangeburg, South Carolina

Manufacturing Engineering/Maintenance Business Owner Mar 2011-Present

As the Business Owner of Engineering I’m responsible for the day to day operation of Engineering and Maintenance as well as all responsibilities interfacing with the corporate R&D facility. The Orangeburg facility is the largest manufacturing site (one million square feet) within the company, with over 3,000 employees during the peak season. I manage a manufacturing engineering team of 15 salary positions and 18 hourly positions. I also oversee the maintenance team which covers production maintenance and facilities with 4 salary positions and 58 hourly positions. In the past year we brought in a 3rd party maintenance company to lead the day to day operations of this team. As the business owner I also have responsibility for the yearly capital plan (9 million in 2015) at this facility and also work with the R&D organization from Charlotte on OMV and PPV projects. The engineering team leads the implementation and the sustainability of continuous improvement opportunities throughout the facility

Joined Husqvarna during a very difficult season. Over the past four years I have been able to help this facility go from having a substantial loss in 2011, to breakeven in 2012, to turning a profit in 2013. In 2014 we had a record breaking year and beat all expectations in the market. In 2015, we have been able to reach and sustain 8-12% productivity improvements on each final assembly line.

My team successfully installed a new $2 million final assembly line for our zero turn radius product (2013 season). This assembly project was finished early, was within budget and has exceeded all productivity targets. We continue to upgrade our facility and over the past year we were able installed a new tractor final assembly line, on time and under budget. We will be installing a second assembly line in 2016. Over the past four years the company has invested over $40 million dollars to cap-ex projects, we have received this money because of our track record of meeting our commitments to our stakeholders.

We were able to identify, evaluate and execute five separate OMV projects at that plant level that increase our profitability by over $3 million in 2013. We continue to exceed all OMV and PPV targets in 2014 and 2015 with our R&D partners.

Under my direction we successfully implemented lean principles that started with developing work instructions for each team member station (over 400 stations/1200 work instructions) in final assembly. We captured time studies which have allowed us to balance the production lines and significantly increase productivity. Over the past three years we have increased our productivity by $8 million in 2012, $12 million in 2013 and $18 million in 2014 by reducing underutilized headcount and by increasing line rates.

In the past two years we have begun to bring a six sigma culture to this facility as well. We just completed our third wave of green belt training, from these three waves, 45 employees were awarded their green belts certification.

Worked with the plant controller to revamp standards reporting and labor routings in our cost system. Worked with the controller to bring a third party integrator to the crib (IDG), this resulted in MRO spend savings and inventory control savings.

I take great pride in the team I have been able to hire and work with here at Husqvarna. I feel it is important to develop loyalty and trust amongst any team. I give each team member clear, concise responsibilities and then hold each one accountable for their actions and commitments. I feel that one of my main responsibilities is to eliminate road blocks so each team member can be successful.

Hayes-Lemmerz International Oct 2007-Feb 2011

Gainesville, Georgia/Northville, Michigan

HL International Operations Leader Oct 2008-Feb 2011

The HL International Operations Leader is responsible for the implementation of the Hayes-Lemmerz Production System (HLPS) throughout the Hayes-Lemmerz's International organization. As HL Operations Leader I drove change in the organization by training the leadership at each site on essential lean tools, and coaching the leadership and supervisory teams to ensure they are implemented and sustained. By using these lean principles or techniques I was able to coach and teach: Standard Work, Visual Management, Continuous Improvement (Kaizen), Production Planning (MPS), Material movement, 5S and Waste Identification, Supervisory roles and Stop and Escalation Plans. Part of this training was to teach the leadership teams through standard work to “go and see” the plant floor to find waste and to understand the processes and where problems are occurring. I was able to go and do assessments in Izmir-Turkey (3 plants), Guaruhlos-Brazil (2 plants), Dello-Italy, Chihuahua-Mexico, Manresa-Spain, Ostrava-Czech Republic, Pune-India and Sedalia-Missouri. I have personally worked and was the project operations leader at Chihuahua-Mexico, Santo Andre-Brazil, Dello-Italy, Pune-India, Sedalia-Missouri and Manresa-Spain.

Numerous teams had gone to these plants to increase productivity and reduce fall out (scrap). Not until I was able to go and teach these simple but effective tools were these plants able to see sustained improvements in productivity and reduced scrap.

I successfully delivered and taught HLPS lean principles to multi-international sites, each site reduced scrap and rework to below AOP targets, and significantly increased productivity.

I have worked with the Santo Andre- Brazil facility, Chihuahua -Mexico facility, Ostrava -Czech Republic, Dello-Italy facility, Pune-India, Sedalia-Missouri and the Manresa-Spain facility. Each of these facilities went from a negative monthly EBITDA to a positive monthly EBITDA.

Materials Manager/Finishing Operations Manager Oct 2007-2008

I began my career with HLI as part of the leadership team at the Gainesville site, taking on the role of Materials Manager. As Materials Manager, I managed the day to day operations of the Material/Supply Chain group. This group included purchasing (productive and non-productive material), scheduling of the three focus areas (Foundry, Machining, and Finishing), and inventory control, warehousing and shipping. In December 2007 I took over the additional responsibility of operations in the painting and finishing department. I was responsible for the bright face operation, painting, final inspection, rework of the product, and the daily output of finished product boxed for finished goods and shipping.

Changed the process and capability of the finishing area, this allowed the plant to hit the daily target of 3,000 wheels produced. In Oct 07, 2007 the plant was producing 1,188 wheels per day; by April 08, 2008 the plant was producing 3,112 wheels per day.

The plant was able to reduced scrap in the plant from 39% (Oct 07) to just under 18% in (May 08). Finishing scrap was reduced from 7.8% to 4.5% over the same period.

Was hired into a situation where the materials group had just failed a TS audit with 4 majors and 7 minors in the material area of ownership. Overall in the plant we had 27 non conformances. During the follow up audit, one month later, we had no majors or minors in material group and 7 minors throughout site.

Successfully managed the inventory and build-out plan for the plant closure of the Gainesville site. Plant closed in October 2008.

Honeywell International Inc. Sept 1999 to Oct 2007

Fostoria, Ohio

Autolite Multi-site Materials Manager

I managed the day to day operations of the Material/Supply Chain group This group included, purchasing (productive and non-productive material), master scheduling (MPS, MRP) including the scheduling of production lines, inventory control, warehousing and shipping. I was responsible for the delivery (OTTR) of finished product to OE/OES customers (Ford, GM), as well as the delivery to all distribution centers with Autolite finished goods. I worked closely with union leadership implementing the move of production to Mexico facility (the move created a very hostile work environment for this facility).

Developed an inventory process to replenish the production line by utilizing a centralized storage location. Lean Certification project. Average reduction of $12,000 of physical write-offs each month.

Maintained OE/OES customer satisfaction while moving 70% of the business to Mexico.

Oversaw the implementation of a third party MRO integrator (T&H) for indirect spend, previously brought this third party (T&H) to the Clearfield site.

Honeywell International Inc.

Clearfield, Utah

Materials Manager/HOS Site Leader

I managed the day to day activities of the Material department including, purchasing, scheduling, inventory control, warehousing and shipping. I was a member of the leadership team that ran the everyday operations of this facility. I worked with supply-base management on all supplier-vendor issues, including being the driver of a more rigid COPQ procedure that allowed us to work with the supplier in getting credit for quality issues in a timelier basis. Reduced Finished Goods inventory levels by using Kanban and pull techniques to lower inventory (40%) levels significantly while increasing line fill (99.8%) metrics. I managed the scheduling of all production lines, and worked closely with supply-chain to monitor the DOS of finished product in distribution centers. I took on the additional role as HOS Site Leader for the Clearfield Plant. In this role I was able to bring lean methodology to the Clearfield Plant. During my tenure as the HOS site leader, the site developed standard work for leaders, standard work for the shop floor and instituted lean replenishment processes to the shop floor.

Developed and implemented a statistical scheduling model to reduce finished goods inventory by 30% while still maintaining 99.5% line fill to external customers.

Demonstrated the use of lean and six sigma concepts and launched projects using these tools that saved the company over $1,100,000. Used these lean tools to improve the material flow through the shop floor.

Planned and coordinated with plant and supply-base on projects to sustain year-over-year savings of $2,200,000. These projects focused on supplier price reductions and usage reductions in the plant.

Clearfield, Utah

Sr. Operations/Financial Analyst

I was assigned to work with various departments (Finance, Operations, and Materials) to lower year-end physical adjustments. I was able to lower the physical write-off from $1.2 million in 1999 to $50,000 in 2000. Worked with each department to redefine BOM issues (usage problems, relieving wrong materials), vendor issues (dealing with double billing and receipt problems), scrap issues and freight issues.

Iomega Corporation Sept 1992 - Sept 1999

Roy, Utah

Quality Systems/Data Analyst

I developed a world class reporting process that accurately displayed the 1-year warranty rate in the 4th month giving engineers the ability to see how changes in the product affected the warranty rates.

Financial Analyst/Senior Auditor

I provided framework and support for the effective development and implementation of auditing activities and performance guidelines. I coordinated these audits with personnel from accounting, production control, and logistics. I trained and supervised auditors in respect to their jobs and duties. Drafted and monitored audit plans with logistics management following the guidelines of ISO9000.

Education

B.S., Business Accounting, Weber State University, Ogden, Utah, March 1997

Ongoing Professional Training & Abilities

Black Belt Lean Training-Certified, Honeywell

Six Sigma Green Belt Training- Certified, Honeywell

Y2K Nissan Simulation

TPM Training

MRP/ERP Training

Working knowledge of Spanish language

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