David W. Weldon

**** ***** *** **.

Mission, Tx *8572

Home Phone: 956-***-****

Cell No: 830-***-****

E-mail: abm5uy@r.postjobfree.com

Career Summary:

Over 20 years experience directing and leading domestic and international business operations.

Efforts have resulted in improved Manufacturing and Distribution Processes, Product and

Operating Margins, Asset Turnover and Utilization, and Cash Flow. Proven ability to build a

cultural environment directed toward meeting and exceeding business objectives consistently.

Business Experience:

Kern-Liebers, Pharr Texas / Rio Bravo, Mexico / Toluca, Mexico 07/08 to Present

General Manager 600 down to 275 employees

Kern–Liebers North America produces 90% of the North America retractable seatbelt springs as well as

numerous other constant force springs and automotive products for Tier 1 suppliers. My role is and has

been to bring all 3 locations back to a state of profitability and growth through numerous initiatives. Some

of the achievements I had success with are as follows.

• Improved Cash Flow for North American operations by reducing inventories by 65% through the

introduction of Supply Chain Management and “Pipeline Management” controls. Inventory was

$7.2M and is now $2.6M.

• Created and sustained proper Headcount (Direct & Indirect) through the use of statistical models and

floor supervision development and accountability.

• Improved Productivities on average 37% by reducing downtime and changeovers through the

implementation of SMED, operator training (Pit Crews) and JIT Floor Management. This has lead to

a Direct Labor decrease of 220 operators, and overall decrease of 325 (105 Indirect/Non-Direct).

• Took lead roll in developing customer two way communication systems. Set-up SAP interfaces with

customer ERP systems so that KL-USA assumes VMI (Vendor Managed Inventories).

Eliminated the” us vs. them” culture with primary goal in servicing customer requirements.

• Reorganized Management Teams: Two Plant Managers, One Materials Manager, One Production

Manager, Three Customer Service Administrators, and hired a VP of Finance.

• Educated and successfully implemented Lean and Six Sigma in two locations, as well as establish an

Engineering Development Department using Six Sigma DFSS Tools. This department services the

three locations. Project annualized savings is at $1.2M.

• On time delivery is at 100%. Through the use of VMI, better Customer communication and

JIT/Kanbans.

• Reorganized the leadership at all 3 locations. Hired 2-Plant Managers, 1-Materials Director, 1-VP

Finance and 3-Customer Service Representatives.

• Financial Results are averaging 16% EBITA.

Ampad (American Pad & Paper) Brownsville, TX / Matamoros, México 01/06 to 07/08

Director International Operations - 1000 down to 600 employees

Objective: Turnaround for sale.

Ampad is owned and operated by its parent venture capital company, Arcapita. In August 2005 the

Arcapita Board elected to create a new management team that could develop a strong value proposition

for its future sale. All senior executives including myself were hired for this purpose. My role was to

initiate and complete a new start-up operation robust enough to consolidate 3 North American operations

into one in Matamoros, Mexico. The final transfer of work was completed in February 2008 and results

have very favorable. Ampad is now for sale. Some of my activities and successes included:

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David Weldon

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Ampad (continued).

• Recruitment of Plant Management: Plant Manager, Finance Mgr., Human Resource Mgr.,

Engineering Mgr. Quality Mgr., Supply Chain Mgr., and Focus Factory Mgr(s).

• Created and installed Plant Layout to house 125+ Large Semi-Automated machines designed to

produce core products in the Writing, Filing and Envelope categories.

• Trained and implemented Six Sigma and Lean Enterprise methods that have enabled the operation

achieve and maintain overall productivities of 97% reducing downtime by 63%. These methods

include: Six Sigma Green Belt training, 5s, Smed, Visual Controls, Worker Flexibility, Poka Yoke,

Kaizen, Changeover Equipment flexibility (Pit Crews) and Total Productive Maintenance.

• Customer fill rates improved significantly from an average of 89-90% in the legacy plants, to 99 -

100% for core customers and 95 -98% for others.

• Recruited, trained and developed engineering base for New Product Development prototyping.

• Financial results are very favorable. Met the expected labor savings delta estimated in the transfer of

work to Mexico and the stretch goals identified. Ampads physical year begins in October. For

2007/2008 earned an additional $4.7M in VOH cost reductions and $500K in FOH.

• Successfully transferred 70% of the legacy supplier base to Mexico for an annual PPV savings of

over $1.5M.

• Reduced Transportation costs by 27% in 08”.

• Received the annual supplier award and a cash reward from Staples after passing their facility audit

with zero discrepancies. Staples represented 50%+ customer base.

• Created (first ever for this industry) Poka Yoke gage’s and methods that brought PPM levels down

significantly.

• Financial Results were 12% EBITA.

Woodhead Industries, El Paso, Texas / Juárez México 05/04 to 01/06

General Manager Southwest Operations (SWO) – 3 Facilities (2 in Juarez, 1 DC in El Paso.-850

employees.

Objective: Turnaround for sale.

3 Facilities (2 in Juarez, 1 DC in El Paso). Two Business units: Electrical and Connectivity. 85% of the

company sales were manufactured in Juarez. My foremost assignment was to bring the Southwest

Operations up to a standard of excellence in operating performance for the potential sale of the company.

Woodhead was sold to Molex, Inc. (MOLX) in 2006. Some of my accomplishments included:

• Implemented Kaizen resulting in highly significant improvements in productivity.

• Introduced and developed Six Sigma Champions.

• Recertified operations in ISO with Zero findings.

• Develop and implement local design engineering base.

• Implemented S&OP process for both business groups.

• Developed Manufacturing Forecasting tools for the 8 SBU’s in Juarez.

• Initiated and completed 2 migrations of North American facilities to Mexico.

• Improved Fill Rates 8% (from 91 to 99%).

• Coordinated J. D. Edwards’s Enterprise 1 implementation.

• Realigned Freight carriers. Partnered with DHL & UPS and private carriers to take advantage of

Cross Docking, Zone Skipping and Frozen Rate Agreements.

• Began Supplier Summits each quarter. Established Consignment Programs, Kanbans and Vendor

Managed Inventory programs (VMI)

• Financial results were 13% EBITA.

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David Weldon

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Sunbeam Household Products, Boca Raton, Florida/Del Rio, Texas 11/00 to 04/04

Director of Manufacturing & General Manager - 6 manufacturing locations for Small Household

Plant Manager, Acuna, Mexico – 1100 employees. 12/92 to 9/97

Appliances. Responsibilities include: ensuring that the facilities meet business objectives for Operating

Measurements including: Financial results, Speed to Market, and Quality.

• Develop and Lead a Corporate 5-year Manufacturing strategy for current and future growth

opportunities including Short Term and Long Term Scenarios for the U.S., Mexico, and China.

• Review, Develop and Implement Plant Rationalization (short & long term).

• Implement Assemble to Order (ATO) Materials Pull System throughout Household.

• Assist in the development of a comprehensive Supply Chain organization.

• Improved Operating Results (Direct/Gross Margin/Pricing).

• Implemented strategic Six Sigma Program in Manufacturing and Transactions.

• Implemented DFT in concert with Six Sigma for Automated Manufacturing processes.

General Electric Lighting/Wiring Devices, Del Rio, Texas / Acuna, Mexico 09/97 to 11/00

General Manager - 2 businesses: 2,400 down to 1700 employees.

Lighting: Automotive (Miniature and Halogen), HID, Quartz, Sodium, and Florescent lamps, fixtures

and Base Mfg.

Wiring Devices: Residential/ Commercial Switches, Breakers, Fuses, Outlets, Dimmers, and GFCI's.

Improved Operating performance ensuring that Sales, Operating Margin and Costs met with Corporate

Business Plan, Implemented several initiatives to improve Fill Rates, Rolled Through-Put Yield (Supply

Chain), Cost of Poor Quality, Plant Rationalization, and Component Sourcing.

• Relocated 2 North American Manufacturing units to Mexico.

• Broaden 6 Sigma training initiative to include FLA’s, Salaried, Indirect and Non-Direct Personnel.

• Implemented Flow Manufacturing in component staged operations resulting in eliminating waste.

• Improved production yield 15-35% (depending on product) Scrap reduction 20%, and a fill rate of

95-99%.

• Structured a Commercial Quality Department for Operation enabling Mfg. to achieve optimum

Planning Group Mix, Rolled Through Put Yield (RTY), and Service Levels.

• Reduced Direct Labor 25% while increasing productivity and machinery utilization.

• Dramatically reduced WIP through implementing JIT with internal and external suppliers.

• Received QS9000/14001 certification and 6 Sigma Green Belt Training.

Cooper Industries: Power Systems/Wagner Lighting/National Electric coil/Jefferson Electric/Century

Motors. 11/81 to 12/92

Brownsville, Texas, and Matamoros, Mexico

Plant Manager - Large and small distribution transformer components and automotive lighting. Plant

operated as a cost center for the several Cooper divisions listed above. Administratively, responsible for

the total P&L for both operations, Capital Budgets, Financial Statements, Labor Union negotiations,

staffing and salary administration.

Power Systems: Distribution Transformer components, (High and Low voltage Breakers, Tap Changers,

Canister Fuses and Fuse Links). Application: Commercial electric power distribution, 350 employees.

Wagner Lighting: Automotive lighting and accessories, i.e. (Stem and Butt seal miniature lamps, Hazard

Warning Flashers, Turn Signal Flashers and Miscellaneous Fuses.200 employees.

National Electric Coil/Louis Allis/Jefferson Electric, and Century (Motor/Transformer components).

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Education & Training:

• Texas Southmost Collage, Brownsville, Texas (1982 – 1984): Associate of Arts.

• University of Texas, Brownsville, Texas (1984 - 1986), Degree: Bachelor of Arts.

• Toyota Production Systems Training, Cooper Industries, 1989

• Crosby School of Quality Training, Sunbeam Corp. 1994

• JD Edwards, Sunbeam Corp. 1994

• Kaizen/Demand Flow Technology DFT Training, Sunbeam Corp. 1996

• Lean Manufacturing Training, General Electric 1998

• Six Sigma Green Belt Certification, General Electric 1998

• Six Sigma Design for Six Sigma Training, General Electric 1999

• QS9000/14001 Training (Auditor Training)General Electric 1999

• Six Sigma Black Belt Training, Sunbeam Corp. 2002

• Assemble to Order (ATO) Training, Sunbeam Corp. 2003

• JD Edwards Enterprise 1 training, Woodhead Ind. 2005

• APQP Training, Kern-Liebers 2008

• SAP Super User Training, Kern-Liebers 2009

References upon request

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