Manager Plant

DAVID HAMILTON SUPPLY CHAI N OPERATIONS

I am a highly experienced Plant manager with more than 9 years of leadership and management

experience. Extensive business knowledge of manufacturing operations, to include operations

leadership, operational finance, supply chain management, quality assurance, budgeting.

A reas of Expertise

Operational Leadership Quality Control Management Inventory & Materials Management

Financial Management Process Analysis & Improvement Production Scheduling

Cost Reduction & Budgeting Strategic Planning Safety & Compliance Management

EXPER IENCE & ACH IEVEMENTS

REXNOR D IN D USTR I ES

Mar 2011-Present

Operations Manager (2011-2013) / Plant Manager (Feb 2013) - Present

Auburn, AL

Responsible for Manufacturing plant consisting of 200 employees with 11 direct reports. Responsible for ~$110MM of

annual revenue P&L, leadership of employees, productivity, safety, on time delivery, scrap, and quality. Report directly to

the Director of Operations.

• Implemented operator entry production tracking system from ground up to track production by cell by part

number concurrent with database of production standards driven by time studies to measure production against

target

• Developed vision and plan through Value Stream mapping to relocate 42 machines on Thomas side to create

production cells, improve material flow, reduce lead time and reduce headcount by 5 operators resulting in a cost

savings of $270K

• Used PQPR process to develop plan and drive execution of reducing 6 operators through adding capability to

CNC lathes to perform work historically done on manual lathes resulting in cost savings of $324K

• Drove accountability and productivity to achieve ~14% growth in sales volume YOY with flat headcount. (Gross

profit increase from 49% to 54%)

• Planned and executed capital purchase of new CNC lathe to reduce premium cost by $422K by in sourcing work.

• Led team through successful SAP system migration and stabilization beginning on 10/29/12

2004-Mar 2011

G E NERAL E L EC TR IC

Circleville, OH

Operations Manager (2008 – Mar 2011)

Assumed additional responsibility for all assembly operations in 2010, consisting of 122 employees. Responsible for ~$34MM of

annual cost, leadership of employees, machine efficiencies, shrinkage, safety, and quality. Report directly to the Plant Manager.

• Reduced labor cost by $560M driven by crew reduction after developing new crew staffing scheme.

• Drove $622M Productivity in 2010 through more efficiently utilizing labor across departments.

• Improved Machine efficiency by .5% despite 31% reduction in workforce, through CI meetings, employee accountability,

and prioritizing engineering efforts to reduce shrinkage.

• Restructured Team Leader and Process Tech assignments to improve process expertise and leadership accountability.

• Implemented project to reduce 3 heads in Coating department through machine speed-up, Lean Action workout and

rebalancing of workload resulting in cost savings of $225M in 2009.

376 Red Oak Ct A uburn, AL 36832 334-***-****

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DAVID HAMILTON SUPPLY CHAI N OPERATIONS

• Created and implemented a detailed labor model for financial planning, clearly outlining weekly staffing by pay rate,

establishing a labor plan that is clear and provides accountability for the Operations Manager.

Goldsboro, NC

Operations Manager (2006 – 2008)

Managed a team of 57 manufacturing employees in the production of lead wire components for lighting applications. Responsible for

approximately $15MM annual cost, leadership of employees, machine efficiencies, material efficiency, safety, and quality. Reported

directly to the Plant Manager.

• Drove $600M Productivity in 2007 through mechanic and operator staffing realignment, establishing shadow boards for

subassembly parts, and increased yields in welds departments.

• Worked with Personnel Relations team through a union campaign, which resulted in a new Plant manager and HR manager

coming on board. Led employees through this turmoil and avoided a petition through leadership and relationships with

employees.

• Led discussions along with new Plant manager to establish an unconventional continuous production schedule for CMH

department, which reduced premium time resulting in $43M Cost out in 2008.

Bridgeville, PA

Supply Chain Manager / Quality Manager (2005-2006)

Responsible for managing fill rate, cost, inventory, scheduling, materials, and material efficiency as Supply Chain Manager.

Responsible for managing Net Promoter Score, Customer return rate, DPMO, and ISO Certification as Quality Manager.

• Drove Fill Rate from 88.8% to an all time high of 96% through development of scheduling tool, which incorporated

inventory at the customer sites, and a weekly forecast from my customers.

• Reduced packaging materials spend by $61M annually through improved handling and return process.

• Reduced Transportation cost $75M annually through improved scheduling tool, which allowed for fewer shipments between

the two warehouses and the plant.

• Reduced Customer returns by 17% through implementing burner PM schedule and install of CFOM system on fluorescent

glass cutting equipment.

• Passed ISO recertification audit with zero major findings.

Decatur, AL; Bridgeville, PA; Cleveland, OH

Operations Management Leadership Program

Graduated two-year program early, having completed three rotations as well as training requirements in eighteen months.

TCO Cost out Team

Reported Directly to General Manager of GE Lighting.

• Implemented closed loop electronic approval system for all Global air shipments across GE lighting which allowed a cost

reduction of $5MM in air shipment costs.

• Responsible for maintaining pulse system and database for 26 plants across the business, where facilities submitted financial

and operational metrics on a weekly basis.

• Responsible for maintaining database of $35MM project deck, approved projects when they met business criteria.

Process Engineer Bridgeville Glass Plant

Reported Directly to Plant Manager

• Implemented project to increase productivity of incandescent exhaust tube cutting machines by 20%, resulting in

$220M Cost out

• Eliminated Shipping Group leader position through time study and workload balancing of Materials team, resulting in

$73M Cost out.

376 Red Oak Ct A uburn, AL 36832 334-***-****

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DAVID HAMILTON SUPPLY CHAI N OPERATIONS

EDUCAT ION & PROFESSIONAL DEVELOPMENT

GEORGIA INSTITUTE OF TECHNOLOGY, Atlanta, GA

Bachelor of Science, Industrial & Systems Engineering, 2003

• Operations Management Leadership Program

• Six Sigma Green Belt Certified

• New Managers Development Course, Crotonville, NY

• Personnel Relations Leadership, Destin, FL

376 Red Oak Ct A uburn, AL 36832 334-***-****

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