Manager Sales
Resume:
PRESENTATION OF QUALIFICATIONS
OF
________________________________
DAVID A. WALTERS
________________________________
Operations / Plant Manager – Manufacturing
Journeyman Industrial Engineer
3540 Kings Lake Drive
Virginia Beach, Virginia 23452
757-***-**** Home
757-***-**** Cell
****.*******@*******.***
DAVID A. WALTERS
3540 Kings Lake Drive
Virginia Beach, Virginia 23452
757-***-**** Home • 757-***-**** Cell
****.*******@*******.***
Manufacturing Manager / Industrial Engineer / Supply Chain / Sales & Marketing
Offering a formidable background based on extensive experience in the industrial manufacturing and product distribution
field demonstrating superior leadership initiative, plant management expertise, process improvement creativity, and an
exemplary history of contributions to the sustained growth, profitability and efficiency of employer operations.
• Seasoned industrial engineer, analyst and business/manufacturing operations leader with proven experience handling
full charge P&L control for large-scale entities to include plants for Weyerhaeuser and HON Industries. In-depth
expertise in the development of policies, systems, hardware, and controls for a wide range of functional areas to
include plant engineering, production, warehousing & distribution, supply chain & inventory control, data collection &
analysis, budgeting & cost/expense control, team leadership & incentives, sales & marketing, and summary reporting.
• Savvy business manager and administrator with in-depth experience in the compilation and analysis of business
intelligence for continuous improvement, fiscal administration, special project management, implementation of new
corporate initiatives, and executive level program representation, correspondence and diplomatic discourse.
• Sharp intuitive skills in cultivating high-margin opportunities, streamlining business processes and creating synergy
within multi-faceted, multi-functional organizations. Highly ethical, charismatic and motivated business contributor
with a career philosophy of mutual respect and positive exchange. “Our Pride is Our Product”.
CORE COMPETENCIES
• Enterprise Strategizing / Engineering • Reorganizations & Turnarounds •
Performance Analysis
• Cost Analysis / Cutting / Control • Manufacturing Systems Development • Supply
Chain Management
• International Vendor Sourcing / Control • Harmonized Tarriff Schedule (HTSUS) • Trade Adjustment
Act (TAA)
• Title V Air Pollution Compliance • 2009 AFPA-1 Fire Code Compliance •
Incentive Programs
• Floor Planning / Workflow Control • Capital Improvement Project Management • Downsizing /
Closeouts
• Sales & Marketing Management • New Product / SKU Development •
Warehousing & Distribution
• Union Negotiations / Contracts • Team Training / Coaching
• Internal Auditing / Inspections
• Microsoft Project / Microsoft Office • Quality Control / CQI
• ISO 9001 / ISO 14001
EXPERIENCE HISTORY & HIGHLIGHTS
PEARL AVENUE USA, LTD – Chesapeake, Virginia
Operating President (6/08-11/10)
Exploited business opportunity at the closure of Chesapeake Hardwood Products (see below) to establish a small business in the
specialty wood paneling products market. Negotiated lease of space and equipment from existing plant, hired staff and
production personnel, coordinated regional product sales and marketing efforts, implemented business office and production plant
policies, procedures and infrastructure, and served as General Manager in charge of all operational aspects of the business.
Reported directly to the Chairman and Board of Directors.
• Recruited and developed Plant Manager, Controller, VP of Sales and Customer Service Manager. Liaised with executive team
and local staffing agency to position balance of full time and “on demand” production and front office personnel.
• Developed just-in-time raw material sources and a niche product line marketed to key industry outlets such as Lowe’s Home
Improvement (3 SKUs). Minimized cash outlay for on-hand and in-process inventories while achieving 6X turn rate.
• Engineered operating systems and technical support venues for all facets of business and manufacturing operations.
• Secured new operating permits from DEQ, HRSD, and local Fire Marshal. Selected ERA Environmental Consulting data
collection programs to capture data and accurately complete requisite environmental and code compliance reports.
• Designed P&L and cash flow reporting and projection systems. Reviewed cash, receivables and payables metrics daily for
sales ranging up to $600 thousand monthly. Employed current techniques in continuous performance improvement.
• Negotiated outbound transportation services to below industry average costs with regional carriers.
• Operated a high speed manufacturing plant for two years without a single recordable injury.
• Orchestrated business closure in the aftermath of severe economic downturn. Negotiated liquidation of equipment and fixtures
(direct sales, scrap, etc.) and readied building for sale under CHPI bankruptcy. Met time requirement to clean out space and
exceeded owner’s expected cash return on equipment by 33%.
DAVID A. WALTERS
Page 2
EXPERIENCE continued
CHESAPEAKE HARDWOOD PRODUCTS – Chesapeake, Virginia
Vice President of Operations / Plant Manager (1989-2008)
As an integral participant in Weyerhauser’s unit spin-off initiative, worked with the transition team tasked with orchestrating sale
of its Paneling Division to Chesapeake Hardwood Products. Offered and accepted position of VP of Operations for the newly
acquired operation to include two manufacturing plants and associated logistical support operations. Fulfilled primary duties as
manager of plant purchasing, shipping & receiving, inventory control, inbound/outbound logistics and production scheduling with
30+ associated personnel. Total inventory equaled $30+ million in 350,000 sq ft of warehouse space.
• Developed raw material (hardwoods, veneers, etc.) suppliers in South America, Indonesia, Malaysia, Africa, and China.
Imported decorative paper from Japan. Due to 4-month average merchandise order to receipt times, cooperatively engaged
with sales team to develop accurate projections for materials needs. Reduced cash outlay for inventory by $10 million.
• Regularly traveled to supplier plants to develop quality standards, inspect product and optimize quality. Developed a
proprietary information system to compile production data and assess results. Measured actual quality results on an individual
supplier basis, and provided relevant feedback with recommendations for improvements.
• Researched, solicited, negotiated and secured contracts with inbound ocean transit carriers, local discharge warehouse and
drayage firms, and customs brokers.
• Increased inventory turns from 2.5X to 3.5X within the first 30 months of takeover.
• Developed local inventory control system to reduce annual write-offs from $50+K to under $20K.
• Orchestrated start-up and served as Director of a new Cut to Size Department to exploit furniture and cabinetmaker markets.
Directed the efforts of three managers and 30 operators on a 2-shift operation that ultimately delivered a 15% increase in gross
sales to the company.
• Analyzed, engineered and established production standards by individual machine centers. Compiled actual production costs
to develop realistic product pricing structures.
• Assumed responsibility for all of manufacturing operations in 1997 to include seven manufacturing departments, a facilities
maintenance department and associated safety and environmental compliance essentials. In charge of a 500,000sf plant with
25 managers and 125 operators delivering materials to achieve $100+ million in annual sales volume.
• Brought facility into full regulatory compliance including reducing air permit from Federal Title V to a State Operating Permit
– unprecedented in the industry.
• Implemented a plant-wide safety committee, reducing recordable injuries by 50+%. Met VOSHA standards for Sight and
Hearing Conservation, Air quality, LOTO, etc. Survived two major VOSHA inspections with total fines under $25K.
• Negotiated two new union contracts to include zero wage and benefit cost increases and no work stoppage.
• Implemented plant wide incentive system to encourage reduction in finished product rejects (10+% to 7% in one year).
• Implemented plant-wide drug testing program (interval / random) and local service provider for hands-off administration.
• Orchestrated a major turnaround of a new Hardwood Plywood Layup operation. Reduced costs by over 40%, reject rate by
50% (below industry average), and added production capabilities for thin plywood previously considered unattainable.
• Engaged with major industrial accounts to reduce their lead times to effectively reduce company inventory costs. Improved
communication, bolstered information sharing and projections and streamlined shipping channels.
• Developed and administered manufacturing and inventory budgets totally up to S100 million.
• Managed through downsizing, refinancing and ultimately the shutdown of the business. Completed application and received
certification under TAA Act to provide employees with increased benefits.
THE WEYERHAEUSER COMPANY – Portland, Oregon
Sales Manager / Interim Plant Manager / Business Manager / Industrial Engineer (1980-1989)
Fulfilled progressively responsible positions for 9 years at the largest prefinished wood paneling plant in the US, operating five
finishing lines producing 50K panels per day.
• Closed out tenure as National Sales Manager for Manufactured Housing and Recreational Vehicle (RV) markets. Directed two
regional managers and 11 field sales representatives delivering total annual sales of $75-125M.
• Negotiated program changes and price changes with all major customers. Participated in numerous trades shows.
• Previously assigned as Business Manager and coordinator between newly developed sales force and the manufacturing plant.
Mutually developed product line and associated structured pricing program. Liaised with sales team to develop major
customer programs and promotions to ensure optimal product mix, client satisfaction, and profitability.
• Served as interim Plant Manager (6 months) at Weyerhaeuser’s Hancock, VT plant. Chaired selection process for new PM.
• Chaired a task force tasked with developing a new and improved distributor network to serve regional customers from the East
Coast west to Texas and north to Minnesota and Canada.
• Formally represented the Special Products Division on a Weyerhaeuser corporate team assigned to assess relationships and
synergy between production facilities, distribution, sales and marketing groups.
• Rolled out a division bonus plan in compliance with corporate guidelines and based on division RONA (return on net assets).
Incentivized division to reduce cash assets required for inventory and operations.
DAVID A. WALTERS
Page 3
WEYERHAEUSER EXPERIENCE continued
• Participated on a team to facilitate the sale of Weyerhaeuser’s Paneling Division including two manufacturing plants and
associated sales and marketing teams. Handled requisite due diligence essentials and developed budgets, inventory
projections, capital needs assessments, and cash requirements. Reported directly to the President.
• Initially recruited to establish and direct the plant’s first-ever Industrial Engineering Department. Recruited two associates and
reported directly to the Manufacturing Manager.
• Developed custom data collection system to measure downtime by cause and provide critical, relevant information to
maintenance department and line supervisors to improve performance.
• Developed efficiency targets, monthly progress reviews, finishing supply application standards and reality-based measurement
systems to ensure within-specification quality of all finished product.
• Developed total plant gain sharing program to reward employees for improved efficiency. Implemented program in a
unionized plant without bargaining details and contract inclusion and with transparent control by non-union management.
• Results of above programs increased capacity by 28% and allowed for elimination of second shift.
• Developed cost reduction program which included input and design by all levels of management and production employees.
Achieved first-year savings of over $650K including major reduction in energy costs.
• Developed cost accounting system to determine actual cost by product and product design – information vital to product
pricing, product line decisions and the budgeting process for manufacturing operations.
THE HON INDUSTRIES / THE HON COMPANY – Muscatine, Iowa / Richmond, Virginia
Manufacturing Consultant / Research Engineer / Plant Industrial Engineer (1972-1980)
Served initial eight years in the industrial engineering field with an internationally renowned manufacturer and distributor of
office furniture. Functioned as in-house manufacturing consultant to all divisions of the corporation reporting to the VP of
Manufacturing Research. Analyzed manufacturing processes to develop and implement improvements.
• Researched, justified, specified, and installed equipment/tooling to enable in-house manufacture of steel tubing. ($750K)
• Created criteria for completion of corporate audits designed to report status of improvements in plant engineering and
accounting systems. Developed concise control reporting tools to establish means of measuring productivity.
• Participated in the 1979 Industrial Management Society Annual conference, assisting Corporate VP with lectures on in-house
“work simplification” methods. Subsequently presented courses throughout the corporation to include real simplification
projects led by employees. Championed redesign of actual processes and led project implementation.
• Initially employed with The HON Company as part of a 5-man Industrial Engineering department. Fulfilled primary
responsibility as overseer and administrator of the company’s incentive system.
• Proposed, received approval, and coordinated installation of a new material handling system connecting four final assembly
lines with two warehouses.
• Served as the sole Industrial Engineer for the Corporation’s largest chair and machine stand manufacturing facility.
Raised plant incentive standards coverage from 63% to 89%. Reduced annual work-in-progress write-off from $150K to under
$10K.
• Developed manufacturing plan for new seating to produce 120 chairs per hour and reduce material handling hours to less than
3% of total hours.
• Participated in the start-up and operation of HON’s new manufacturing plant, reporting directly to the VP of Manufacturing.
Developed plant timekeeping, cost accounting, efficiency measurement, and actual cost analysis systems.
• Completed justification, specification and purchase of all manufacturing and support equipment. Developed layouts for
manufacturing, warehouse and office facilities.
• Implemented plant cost reduction program with budgeted annual saving greater that $250k.
• Participated in the introduction of four new chairs and one new desk to organizer product lines.
• Coordinated start-up of second production line and subsequent new product. Specified equipment, coordinated layout and
installation, and implemented production methods ($1.4M).
• Provided technical assistance for start up and operation of a new finishing system. Reduced rejects from 30% to under 7%.
CAREER DEVELOPMENT
IOWA STATE UNIVERSITY – Ames, Iowa
Bachelor of Science Degree in Industrial Engineering
Available immediately. Willing to travel and/or relocate.
Active volunteer and participant in the community and various professional affiliations.
List of References and Salary History furnished upon request.
Contact this candidate