David M. Handley

**** ********* ****, **********, ********* 55082 ? 612-***-**** ?

abl93h@r.postjobfree.com

SUPPLY CHAIN/OPERATIONS MANAGEMENT

Engineer and operations professional with a proven record of cross-industry

leadership in supply chain management, continuous improvement, and

manufacturing. Certified Black Belt with more than 10 years experience in

leading global industrial and medical device manufacturers. Expertise and

core competencies include

Supervision / Leadership Supply Chain Responsiveness

Continuous Improvement Six Sigma / Lean

Project Management Training Development / Delivery

PROFESSIONAL EXPERIENCE

The Goodyear Tire & Rubber Company, Akron, OH 2007 to 2010

One of the world's largest tire companies with annual sales of $17 billion.

Value Stream/Manufacturing Manager

. Managed production for final assembly and component fabrication providing

supervision for 7 direct reports (production supervisors/technical staff)

and 120 indirect reports.

. Responsible for $10M salary and labor budget, MRO and engineering

expenditures.

. Implemented shift-resolution productivity metrics and drove projects

focused on reducing labor and overhead costs, resulting in 9% increased

output per associate hour and 0.5 days reduced build to stock lead time.

Materials Manager

. Responsible for materials organization including monthly S&OP, production

control, purchasing, warehousing, and shipping/receiving. Managed 4

direct reports and 15 indirect reports. Reduced warehouse inventory from

44,000 to 38,000 tires.

. Responsible for scheduling and inventory management for a facility

shipping 250,000 tires per year, including short lead time developmental

product.

. Project leader for implementation of visual component replenishment

systems, including kanban and electronic inventory management.

. Led cross functional Operations Status team to implement component pull

board, resulting in 20% reduced WIP, 80% reduced customer stockouts, and

improved visibility to inventory status.

Associated Materials Inc., Cuyahoga Falls, OH 2006 to 2007

$1 billion, privately-held vertically integrated manufacturer and

distributor of exterior residential building products in the United States

and Canada.

Manager, Continuous Improvement

. Supervised completion of 12 continuous improvement projects across 7

sites, accounting for $570,000 direct savings comprised of vinyl and

glass scrap reduction and direct labor efficiency improvements.

. Identified and investigated raw material savings opportunity at vinyl

siding production facility. Completed analysis of blending process

capability, impact strength measurement system analysis, and product

evaluation. Annual savings tracked to $120,000.

. Facilitated four-week Six Sigma training program for 24 candidates,

including 2 strategic vendors. Completed one-week leadership development

boot camp for 9 candidates.

Guidant Corporation, St. Paul, MN 2004 to 2006

Manufacturer of implantable cardiac devices and interrogation systems,

since acquired by Boston Scientific.

Supply Chain Group Lead

. Supervised team of 12 direct reports responsible for leading

manufacturing process improvement projects, Six Sigma and Lean project

execution.

. Delivered and helped develop Executive Overview and Green Belt training

in the U.S. and Europe for Guidant personnel and suppliers, resulting in

20 certified Green Belts.

. Developed / implemented a cross-department project prioritization tool

that ranked supply chain risk opportunities and managed Lean Six Sigma

web-based scorecard, tracking 36 projects across 3 sites and multiple

departments.

Supplier Development Engineer

. Reduced average quarterly cycle count expense to manufacturing from

$267,000 to $70,000.

. Reduced silicon wafer fabrication lead time from 37 to 18 days and

improved quality yield variation resulting in 20% reduction in Guidant's

raw material inventories.

. Coordinated with principle vendor, laboratory scientists, commodity team,

and 5 inspection technicians to reduce PCB inspection lead time from 9 to

5 days.

John Deere & Co., Moline, IL 1999 to 2004

$51 billion agricultural and construction equipment manufacturer.

Supplier Development Engineer (Cary, NC)

. Implemented quality assurance and inventory management policy at two

suppliers to comply with Build-to-Demand order fulfillment strategy.

Identified tooling constraints, developed a production plan, and

facilitated weekly S&OP demand planning updates with supplier leadership.

Reduced supplier-attributed line down time from 7 days in FY2002 to 0.5

days in FY2003.

. Modeled supplier's production throughput capability using MPX software

and documented long-term recovery planning to support factory.

Manufacturing Engineering Intern (Dubuque, IA)

. Implemented In-Process-KANBAN production control techniques between

robotic weld and machining as a pilot Demand Flow Technology project.

Reduced average vehicle main frame WIP 30%.

. Trained a five-member process improvement team upon completion of Demand

Flow Technology course at JCIT headquarters in Englewood, Colorado.

MILITARY

US Navy, Submarine Electrician, Norfolk, VA

Operated and maintained fast-attack submarine nuclear power plant

Naval Unit Citation and Arctic Service ribbons for operational performance.

Education / PROFESSIONAL DEVELOPMENT

MBA, Operations and Supply Chain Management, North Carolina State

University

College of Management, Raleigh, NC

BS, Industrial Engineering, University of Wisconsin, Madison, WI

TECHNICAL SKILLS

Certified Six Sigma Black Belt - American Society for Quality (Oct 2005)

Lean Manufacturing Master Certificate - University of Michigan (Sep 2005)

Certified Production and Inventory Manager (CPIM) - APICS (Sep 2003)

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