David G. Besaw

231-***-**** **** Rivertown Circle SW, ab25el@r.postjobfree.com

Wyoming, MI 49418

Operations Management

Production, Materials, Production Planning, Industrial Engineering, Manufacturing

Systems Engineering, Lean Manufacturing, Logistics, Inventory Control, Purchasing

A hands-on, driven, self-motivated, operations professional, with 17 years

experience in the Automotive Industry and 19 years supervisory and management

experience in operations and production support. Have held positions of

progressively increasing responsibility in several disciplines including

Information Technology, Manufacturing and Industrial Engineering, Operations

Management, and Materials, Planning, Logistics, and Supply Chain Management. Have

focused on motivating and developing staff in applying Lean principles to the work

environment and empowering workers to take an active part in the continuous

improvement of factory processes. Bring a collaborative leadership style to help

elevate operational performance using a team-oriented approach. Seeking an

Operations Management position to lead and manage an organization focused on

excellence.

[pic] Key Strengths [pic]

Production Operations Computer Integrated Materials Requirement

Management Manufacturing Planning

Lean Manufacturing Production Planning Team Building

Cost Reduction Projects Inventory Reduction and Productivity Improvement

Control

Problem Solving Metrics and Performance Capacity Planning

Measures

[pic] Core Competencies [pic]

Results-driven with exceptional interpersonal and team-building skills and proven

ability to focus a team on meeting key operational objectives.

Known for being data-driven and developing performance metrics that measure

sustentative progress towards established operational performance targets.

Strong and effective leader that works with management and team members to set

standards and align personal performance goals with AOP objectives to drive

meaningful change in the organization.

Expertise in Operations Management with a broad background in many manufacturing

processes.

Extensive scope of experience and responsibility in many functional areas of

manufacturing management.

Strong operational improvement background through effective communication and

goal-setting, developing and measuring appropriate metrics, planning, cost

reductions, and process and productivity improvement.

[pic] Professional Profile [pic]

Center Manufacturing 2010-present

Materials Manager, Vanderbilt and Wayland Operations (5 direct and 18

indirect reports)

Manage materials functions for plant serving the heavy truck,

agriculture, and heavy equipment industries. Responsible for sales

reporting, order entry, production planning, purchasing, customer

service, inventory control, final pack, and shipping and receiving

functions.

Significantly improved the efficiency of the final pack and final

audit areas by improving flow and team development, implementing

metric tracking, and driving improvements in run rates, individual

responsibilities, and process improvements.

Reduced department labor by 60% while increasing output by 50%.

Improved inventory control and accuracy.

Significantly lowered inventory by establishing optimal run sizes.

Lowered RM, Purchased, and WIP inventory levels by setting run sizes

consistent with customer EAU's and ordering patterns.

Reduced expedited freight costs by 22% thru improvements in

scheduling and productivity of production operations.

2007-2009

Resume Continued...

HILLSDALE AUTOMOTIVE

Regional MP&L Manager, Mt. Pleasant and Traverse City Operations (6 direct and 16

indirect reports)

Assumed full responsibility for managing all MP&L operations for 5 plants located

throughout mid and northwestern lower Michigan serving the automotive, heavy

equipment, and marine industries for customers in the U.S., Canada, Mexico, China,

Germany, and Australia. These included customer releases into the ERP system via

EDI and discrete order entry, production planning and scheduling of operations,

MRP, MRO, raw material and component purchasing, supply crib, shipping and

receiving, material handling and material flow thru the plant, and inventory

control.

Developed a very skilled workforce and cross-trained department; reduced department

labor by 60%

Improved inventory control practices thru training and disciplined application of

the ERP system.

Significantly lowered inventory by establishing min/max levels consistent with the

AOP and implementing a more robust cycle counting program.

Reduced component inventory by 64% (from $1M to $362K) in the Mt. Pleasant

operation.

Reduced component inventory by 55% (from $3.1M to $1.4M) in the Traverse City

operation.

Reduced freight costs by 22% thru route consolidation with all 5 plants, modifying

supplier releases by day and location along route, negotiations with 3rd party

logistics provider, and weekly review of freight bills.

Operations Manager, Mt. Pleasant Operation (5 direct and 96 indirect reports)

Managed all machining, assembly, and finishing operations for a 2 plant, 3 shift,

metal machining operation. Responsible for meeting all safety and quality

standards, customer schedule fulfillment and delivery, and AOP and cost reduction

targets. Recruited to execute an operational turnaround effort at the beginning of

a complete rebuilding of the management staff.

Helped implement standard work procedures, error-proofing, and improved employee

participation in the suggestion program.

Improved communication systems and began an employee recognition and reward

program.

Implemented production metrics and targets, and drove accountability for personal

and team performance.

Improved productivity by 37% and quality and customer satisfaction from

"worst-to-first" in the division

Operation got removed off the GM "No-Bid" list and began hosting benchmarking tours

for GM and their problem suppliers.

HAWORTH INC., Big Rapids, MI 2005-2007

Production Supervisor (42 direct reports)

Led all veneer prep, machining, trim fabrication, special operations, and

distribution operations in a wood furniture manufacturing plant.

Improved labor utilization and productivity by over 40%.

Increased production while reducing the number of machines needed.

Changed layout of factory, saving floor space by 22% and improving flow.

Organized department into functional teams, increasing team member accountability

and ownership of daily operations.

Led plant to achieving bonus payouts for 6 quarters in a row, even as the payout

criteria increased.

HAYES LEMMERZ INTERNATIONAL, Cadillac, MI 2003-2005

Plant Superintendent (3 direct and 106 indirect reports)

Responsible for all core manufacturing, finishing operations, and shipping and

receiving for an iron foundry. Developed comprehensive metric tracking systems and

labor reporting to determine labor efficiency by part and variance to plan.

Established countermeasures to drive necessary improvements. Improved department

lighting and material handling. Improved WIP inventory control by establishing

FIFO system and designating inventory locations by part number. Also encouraged

team member participation on Six Sigma Greenbelt and Black belt teams.

Improved productivity by 30% by setting hourly production targets by cell,

communication, scrap and NVA reduction efforts.

Developed a PM system for tooling based on machine cycles and a downtime tracking

system for equipment and robot cells to prioritize improvement opportunities.

Improved employee development by requiring greenbelt training for salaried

production supervisors and Operational Excellence training and Lean training of all

team members.

Served on a greenbelt team recognized as the best project in the company at annual

OpEx recognition event.

Achieved Six Sigma Greenbelt certification.

Resume Continued...

DELCO REMY INTERNATIONAL 2000-2002

Operations Manager, World Wide Automotive, Chantilly, VA (15 direct and 210

indirect reports)

Successfully managed the startup of an automotive plant inside of a state prison.

Significantly grew, improved and stabilized the operation. Performed production

and machine capacity planning analysis to support increase in the Annual Operating

Plan. Achieved QS 9000 registration. Improved material flow by linking assembly

and all downstream processes into a single module and changing the layout in the

factory. Exceeded labor and material variance targets. Improved delivery.

Implemented training and recognition programs.

Achieved a 293% increase in production.

Increased productivity by 29%.

Reduced the FTQ defect rate by 80%.

Reduced inventory by 67% by computerizing, improving inventory visibility,

implementing a JIT system with supplier, and leaning out the factory.

Plant Superintendent, Nabco, Inc., Reed City, MI (8 direct and 85

indirect reports)

Supervise all production and maintenance aspects of the plant. Responsible for

plant manufacturing performance in production, customer order fill, quality,

safety, and attendance. Lean Champion for the plant and implemented lean

principles in all production cells, realizing tremendous operational improvements.

Material flow, value-added time, lead time, ergonomics, and safety were also

positively impacted. Actively involved in the company's employee suggestion and

gain sharing program. QS9000 Champion. Improved communication and employee morale

by improving attendance, safety, and employee suggestion programs and holding town

hall meetings with the factory floor team members.

Improved productivity by 40%.

Reduced floor space by 30%.

Reduced WIP inventory value by 85% (from 1M to 150K).

FTQ improved from 94% to 98%.

Improved delivery to 99% (maintained 100% to our biggest customer for 1 year).

TEXTRON AUTOMOTIVE COMPANY, Evart, MI 1998-2000

Industrial Engineer

Responsible for training of all management and union personnel in an injection

molding facility in the principles of Lean Manufacturing, i.e. One-piece flow, 5S,

JIT, Kanban, Error-proof, quick changeover, visual factory, value stream mapping,

lead time reduction, etc. Led Lean Workshops to support operational and cost

reduction goals. Control of all QS9000 documentation and operator instructions.

Performed facilities layouts using AutoCAD, route sheet and BOM maintenance, and

capacity analysis studies. Summarize and report monthly plant operating metrics to

division headquarters. Supervised production cells, molding department, and paint

lines in supervisor's absence.

HONEYWELL, MICROSWITCH DIVISION, Freeport, IL 1996-1998

Manufacturing Engineer, (1 direct report)

Project Manager for the injection molding department's CIM system. Managed a

process and troubleshooting training program for all plant personnel. Also served

on the division's TQM council for Information and Analysis.

TEXTRON AUTOMOTIVE COMPANY, Evart, MI 1992-1996

Systems Analyst, (5 direct reports)

Data Processing Supervisor, (5 direct reports)

Systems Specialist

System Manager for the plant Computer Integrated Manufacturing System for a $220M,

90 injection molding machine, union, tier 1 automotive operation. Served as

President of the North Central U.S. User Group. LAN administrator for 100 user

network and Supervisor of all IT systems and functions.

Resume Continued...

[pic] Education History [pic]

RENSSELAER POLYTECHNIC INSTITUTE, Troy, NY

Master of Science - Operations Management

FERRIS STATE UNIVERSITY, Big Rapids, MI

Bachelor of Science - Electrical Engineering Technology

Minor - Computer Information Systems

DELTA COLLEGE, University Center, MI

Associates of Applied Science - Electronics Engineering Technology

[pic] Professional Development [pic]

Six Sigma - Green Belt Team Based Problem Solving

Certification Dupont Safety Training

Lean Manufacturing Training Situational Leadership

7 Habits of Highly Effective

People

[pic] Professional Member

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