DAVID WARDROP

**** *********** **., ****** ** ***02

Phone: 765-***-**** Email: abl0ye@r.postjobfree.com

PROGRAM MANAGEMENT: PRODUCT AND PROCESS DESIGN DEVELOPMENT, OPERATIONS

MANAGEMENT, LEAN TECHNOLOGIES, SYSTEMS AND RESOURCE OPTIMIZATION

Innovative management professional with over 24 years of experience driving

global growth and competitiveness in the international automotive and

automotive electronics industry. Expertly synchronize design development

and manufacturing projects worldwide with proven ability to exceed both the

customer's expectations and corporate objectives for cost, quality and

timing. Spearhead and develop high-performing teams that are empowered and

take personal responsibility for design, validation, and production of

industry leading technologies. Thorough understanding and extensive

experience implementing lean manufacturing processes. Savvy and

resourceful leader with the skills to leverage resources across all

organizational levels worldwide.

Program Management - Operations Management - Team Building - Global

Business - Strategic Planning - Lean Implementation - Budget Planning and

Management - Resource Allocation - Problem Resolution - Customer Relations

Management

PROFESSIONAL EXPERIENCE

Delphi Corporation - Electronics and Safety

Kokomo, IN

$22B automotive electronics supplier producing telematics, entertainment,

navigation and a wide array of safety systems. Worldwide presence with

170,000 employees.

Program Manager - Asia Pacific 2002 to

2008

Championed product development activities for Toyota Lexus, Shanghai GM,

and GM Daewoo, which included responsibilities for revenue, operating

income and product cost. Directed multiple engineering competencies in

product design, development and manufacture of automotive electronics.

. Established a highly disciplined program management tracking and

communications plan, with daily/weekly internal reviews and monthly

customer reviews. This required global coordination and communication

with China (operations), Korea/China/Japan (customer), Mexico

(engineering) and US (management)

. Exceeded customer expectations for on time product deliveries

throughout the development cycle, despite frequently changing customer

requirements

. Drove for perfect quality and achievement of business metrics,

resulting in over 10 "Flawless Launch" awards

. Effectively managed late design changes and the resulting commercial

disputes to maintain a win-win for all parties.

. Cultivated excellent relationships with customers and team members

worldwide such that additional business was awarded.

Lean Manufacturing Manager 2000 to

2002

Spearheaded the implementation of lean manufacturing practices and

techniques during transition from 5 to 8 inch diameter silicon wafers in an

integrated circuit fab clean room.

. Directed the activities of an outside lean consultant and IE and

Process Engineering groups through the product and process change

transformation. This included workplace organization, process flow,

and operations readiness. Achieved on time customer product

deliveries throughout the transition, despite frequent disruptions to

production capacity

. This successful implementation was vital to the ongoing

competitiveness and viability of the facility.

. The most innovative and productive lean conversion was in the

implementation of a "virtual" electronic pull system that managed the

start of wafer batches, run priority of all batches at every process,

and overall facility inventory. This was a first in the industry.

. After full implementation, resulted in 20% reduction in overtime, 30%

reduction in WIP and 15% improvement in on time delivery to downstream

processes.

Industrial Engineering Manager 1997 to

2000

Change agent within operations to provide professional IE support in the

implementation of lean manufacturing techniques, productivity improvement,

efficient material flow and floor space planning for future site

development.

. Expertly lead a staff of seasoned Industrial Engineers to collaborate

with Operations Managers to embrace change and drive efficiency

improvements.

. Created a Productivity Lab for the entire organization to participate

hands on in the design, construction, and implementation of efficient

and low cost production modules. This area supported the construction

of mock operations areas to model product flow, operator movement and

ergonomics, takt time, throughput, and overall capacity. This soon

became a requirement for all future program investments.

. Developed a "Site Plan" sanctioned by top management to prepare for

new business and manufacturing base changes. Objectives included lab

and office consolidation, dock and supermarket consolidation and

improved material flow through operations. This created needed floor

space for added volumes and new products.

Operations Manager Hybrid Ceramic Electronic Controllers

1992 to 1997

Managed a high volume 3 shift operation manufacturing hybrid circuits for

voltage regulators, electronic spark control, engine ECM, pressure sensors

and mass air flow. Team consisted of 150 hourly and 15 salaried employees.

. Consistently met cost center budget objectives, including budgets and

spending for salaries, scrap, maintenance and materials.

. Efficiently managed hybrid prototype lab for new process development

and low volume production, meeting business metrics.

OTHER SIGNIFICANT WORK EXPERIENCE

Manufacturing Coordinator/General Supervisor

General Motors - BOC Lansing, Lansing, MI

Managed two shift car assembly operations in chassis and trim assembly. As

manufacturing coordinator, added responsibilities included planning future

model changes, re-balancing of work content based on option/model shifts,

lead daily plant quality audits including follow-up on corrective actions,

managed OT and inventory banks to meet weekly schedules.

Senior Industrial Engineer

Oldsmobile, Lansing, MI

Provided leadership to the IE and planning organization in the

consolidation of BOC North America Car Assembly, sheet metal stamping, and

tool room capacity. This included working with an outside consulting firm

in the planning for plant and model/nameplate rationalization,

consolidation of assembly, stamping and tool room capacity and service

parts provisions.

EDUCATION

Purdue University, West Lafayette, IN - Masters Industrial Engineering GPA:

5.88/6.0

Core IE curriculum with emphasis on tools for decision making

Thesis title: Heuristics in Medical Decision Making. Research under NSF

Grant on Artificial Intelligence

Purdue University, West Lafayette, IN - Bachelors Industrial Management

GPA: 5.3/6.0

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