Manager Customer Service

David Hess

***** ******** **** *******, ** ****7

972-***-**** abm6eo@r.postjobfree.com

MANAGEMENT SENIOR EXECUTIVE

Manufacturing, Operations, Administration, Restructuring, Quality,

eCommerce

Results driven professional with a progressive management career in

automotive, industrial and tech industries. Skilled at developing strong

management teams, creating strategic initiatives and delivering positive

results in tough economic environments. Highly effective communicator, team

builder and leader with the ability to establish strong relationships based

on trust, respect and ethics. Visionary leader with a keen understanding of

business priorities and demonstrated expertise in all facets of the

business.

Core Leadership Qualifications

. Team Building / Leadership

. Business Development

. Strategic Planning

. Operations Management

. Quality System Development

. P&L/Budgeting/Cost Reduction

. Turnaround Management

. Change Management

. Greenfield Project Mgmt

. Major Software Implementation

. International Supplier Development

Professional Experience

PREFERRED SOURCING LLC, Greenfield

IN

2003 - 2009

Quality Service Provider for Automotive, Industrial and Medical Device

Manufacturers employing 500 full time and 200-500 part time associates

throughout N.A.

Vice President Corporate Services

Direct reports include directors for Quality, Human Resources, Information

Systems, Administration and Six Sigma Improvement.

. Implemented Six Sigma improvement processes, redesigning primary

business processes in human resources, information technology,

quality control and corporate administration resulting in substantial

cost reduction in all areas.

. Implemented Microsoft CRM software, business process and training

company wide to improving sales team performance, accountability and

customer satisfaction. As software administrator, expanded the

functionality of the product and provided system-wide customization

and reporting.

. Integrated document scanning workflow, streamlined time and project

management processes,

. Created collaborative tools on SharePoint services intranet to deploy

quality systems, share strategic planning, training and improve

teamwork.

. Developed a customer data reporting portal as a strategic corporate

sales advantage.

. Established a cross functional team to create team leader training

tools and deployment methodology.

. Introduced Wellness programs to reduce healthcare exposure by 25% and

developed HRA healthcare program slashing costs by 74%.

. Developed financial models for business justification, site

development, quotation models and analytics for owners.

. Redesigned corporate services to support company while reducing cost

of services by 50%.

Director Northern Operations

Direct reports included Business Unit Managers. Managed operations in US

and Canada.

Full P&L responsibility for six business units in US and Canada

. Coach and developed staff as well as create solutions to improve

safety.

. Expanded the product offerings, lowered operational costs by 20%

while expanding business by 18%/yr.

. Introduced lean operational concepts, 5S, redesigned organizational

structure.

Corporate Director of Quality

. Wrote complete quality system manual, procedures and work instructions

for multi-site ISO 9001:2000 registration. Trained and implemented ISO-

9001 systems throughout North America with strong emphasis on world

class customer service.

. Successfully passed initial registration audits and developing

internal audit processes for all North American locations.

. Developed Hoshin Planning process for strategic planning and

deployment of corporate initiatives.

. Created Key Operating Indicators and monthly monitoring process for

executive staff and business unit managers.

. Developed corporate Wan-based intranet for communication, data

sharing, e-forms, quality systems deployment and web based training

for associates.

. Established job descriptions, role/responsibilities and created

infrastructure to ensure ongoing compliance of quality systems.

. Utilized 3rd party services for ongoing customer surveys to collect

customer service data feeding KOI metrics and driving improvement.

HILITE INTERNATIONAL, Carrollton, Texas

2001 - 2003

Manufacturer of high volume precision brake cylinders, valves and other

wheel end safety equipment for GM

Business Unit Manager

Responsible for P&L, managing customer satisfaction, on-time delivery,

new GM product launch, capital purchase approval, and union contract

negotiations. Coached and developed staff to create solutions to improve

safety. Integrated lean manufacturing education and ensured product

quality. Provided warranty improvement. Direct reports included 150

hourly, three supervisors, five manufacturing engineers, and customer

quoting engineer.

. Contract Negotiations: Negotiated new contract with IUE-CWA for

interim contract to combine different local contract with sister

business unit. Negotiated no wage increase, numerous cost reduction

articles, and reaffirmation of management rights. Achieved overall

reduction of influence of this union on daily operations and cost.

. Safety Improvement: Improved repetitive stress injuries by working

with process engineering team to automate repetitive operations and

eliminate non-verifiable injuries and compensation costs resulting in

near zero repetitive stress claims.

. Wheel Cylinder Process: Totally revamped wheel cylinder processes,

which had not launched and could not meet productivity requirements.

Decreased manpower in wheel cylinder from 40 to 25 people, meeting

customer demand and passing run-at-rate.

. Cost Reduction: Developed Kaizen Blitz process for the plant. Yielded

30% to 60% improvement in manpower cost..

. New Product Introduction: Launched numerous products for big three

production on less than quoted lead times.

. Capital Purchasing: Oversaw purchase of $4,000,000 annual capital and

tooling purchases.

. Training: Trained shift supervisors to implement lean manufacturing and

visual factory concepts.

. Quality: Improved and sustained quality levels to 15 parts per million

(PPM).

. Goal Achievement: Exceeded EBITDA goals of 20%.

Management Consultant-, Ft. Wayne, IN

2001

Independent Consultant for Distressed Restructuring

Turnaround consulting to firearms manufacturer for lean principles,

inventory and cost reduction, P&L improvements, product in-sourcing,

quality improvement, engineering control systems, human resource issues,

and strategic planning. Developed management incentive plan for top

managers. New strategies enabled a full turnaround at this manufacturer.

Continued to support decision-making process through 2005.

. Operations Streamlining: Adjusted stock lot purchases to minimize

freight while increasing assembly up-time due to wood moisture levels.

Reduced inventory by 30% and increased assembly throughput by 160%.

. Change Systems: Deployed engineering change systems to ensure proper

controls of product change to supply base. Created employee handbook

and all associated programs.

. Internal Revitalization: Made recommendation on tooling, layout,

process, and resources that ultimately drove a full company

turnaround.

. Supply Chain: Rationalized in-sourcing of specific parts that were key

to core competence.

. Incentive Program: Developed successful management incentive program

based on cost improvement in specific accounts and overall

profitability of the company.

ARIBA INC., Mountain View California

2000 -

2001

Leading eCommerce software platform for Procurement

eCommerce Deployment Advisor/Consultant

Consulted with chief financial officers, vice presidents, and directors

to deploy supply chain software products at Fortune 100 companies.

Developed ROI case and provided best practices to drive rapid deployment

track and solid liquidity. Provided primary line of customer contact

with major clients such as Dell, Key Bank, Blue Cross and Lexmark.

. Best Practices: Developed lessons-learned process to extract best

practices from existing clients and leverage knowledge base. Clients

participating included Dell, Key Bank, Allied International, Lincoln

Financial, and Lexmark.

. Process Re-Engineering: Mentored clients in business process re-

engineering to allow maximum cost reduction and eliminate employee

objections to the changes being implemented.

. Customer Satisfaction: Implemented customer satisfaction initiatives to

improve customer referencing.

DANA CORPORATION, Fort Wayne, Indiana

1999 - 2000

Manufacturer of high volume vehicular axles for the automotive and heavy

truck industry

Division Supplier Quality Manager

Managed supply chain quality systems, relationships, metrics, SQA

engineering team, and supplier development processes. Created quality

improvement initiatives for an international supply base exceeding

$1,000,000,000. Chaired corporate subcommittee on supplier quality.

Member of task force for BPR and eCommerce deployment task force for Axle

division.

. Yield Improvement: Created prioritization of suppliers and focused

limited resources to gain maximum PPM reduction. By focusing on pass-

through higher risk potentials, decreased supply base PPMs to less than

100 PPM.

. Council Service: As chair of corporate supplier improvement council,

brought overall corporate coordination to supply base metrics and

informational sharing.

. Process Change: Coordinated business process redesign for launch

process from engineering design to PPAP.

. Foundry: Developed new SQA resources to focus on global foundry

operations.

. Quality: Drove QS9000 processes to next two supplier tiers.

Quality Systems Manager Light Axle Division Fort Wayne,

IN

... 1995 - 1999

Full quality responsibility for one of the company's largest facilities,

overseeing $1,000,000,000+ in automotive manufacturing operations.

Directed approximately 285 quality and engineering personnel. Managed

gear quality, test garage, line inspection, incoming inspection, advanced

quality engineering, metallurgical, chemical and environmental labs,

customer advocacy, and quality systems personnel. This plant of 2,000

employees was global leader in axle technology and production.

. Automated metric reporting, reducing reporting from six days to one and

eliminating hundreds of man-hours of data accumulation.

. Reduced outgoing PPMs by 50%.

. Passed QS9000 registration audit, a first for this 50 year old, heavily

unionized, tier one facility.

. Established customer advocacy group to closely participate with

customers at all levels.

. Drove internal defects down by developing solid internal corrective

action process that improved issue tracking.

. Developed solid customer relationship and rebuilt credibility with

customer base.

Plant Manager/Area Manager Heavy Axle Division Montgomery

Al

. 1994 - 1995

Manufacturing manager for heavy axle knuckle machining operation, with

profit and loss responsibility. Site consisted of 300 people. Machined

heavy forgings, assembled trailer axles, and heavy weldments. Served as

acting plant manager of entire facility for six-month period. Handled

production manufacturing and assembly operations.

. Fully revamped line processes from very flexible CNC low volume to

convention and CNC combination for high volume, no changeover

operations. Yielding record profits for the facility

. Successfully prevented unionization of facility during UAW blitz

against 26 Dana facilities.

. Coordinated merger and acquisition task force to review potential

corporate acquisition of a customer.

. Improved quality and dramatically reduced scrap by 70%.

. Implemented self-directed workforce with 40 hours of development and

team building.

CFS INC., Ocala, Florida,

(Construction Company)

Owner/CEO, 1991 - 1994. Purchased small sunroom franchise

construction business and grew operation to Four Seasons' eighth

largest commercial operation.

DANA CORPORATION

Region Driveshaft Center Facility Manager, Hilliard, OH 1987 - 1991

Responsible for regional driveshaft assembly facility and served as

area manager for front axle production operations. Eliminated

$1,000,000 in cost to prevent driveshaft business being lost. Improved

quality PPM from >1000 to 9 PPM.

Materials Manager/Area Manager, Lancaster, Tx 1984 - 1987 Led all

procurement functions for this hydraulic cylinder manufacturing and

assembly plant. Undertook substantial supply chain re-sourcing to make

major cost reductions through materials rationalization. Dual role as

production area manager for Telescopic cylinder manufacturing and

assembly operations.

Distribution Manager, Brentwood, Tn, 1981 - 1984 Completely

redesigned industrial hose and rubber product US distribution network,

responsible for finished goods inventory, six warehouse locations,

site leasing, transportation, and ASI product forecasting systems.

Buyer/Scheduler, Auburn, IN, 1978 - 1981 Purchased materials and

scheduled production lines for stamping, heat treat, and light clutch

assembly.

Plant Industrial Engineer, Havana IL. 1976 - 1978 Handled methods

and standards, production records, new equipment, and layout design

for this ductile iron foundry. Also served as foundry inspection

general foreman.

EDUCATION

BOWLING GREEN STATE UNIVERSITY, Bowling Green, Ohio M.B.A.,

Finance

UNIVERSITY OF WISCONSIN, Whitewater, Wisconsin B.B.A., Production

Inventory Control

PROFESSIONAL DEVELOPMENT

. QS9000 Implementation Training

. TS-16949 Implementation Training

. Dale Carnegie

. Process Mapping

. Excellence In Manufacturing

. Dana Staff Planning

. Dana Certified Supervisor

. Dana-Japan Study Mission

. Dana Quality Leadership Award

. Lean Manufacturing Processes

. Ariba eCommerce Certification Training

. Team Center Project Manager Training

. Toyota Production System

. SPC

. JIT, Kaizen trainer

. Malcolm Baldridge Quality Award training

COMMUNITY INVOLVEMENT

Kairos Prison Ministry

-Chairman Pendleton CF Advisory Council

-Compliance Officer

Habitat For Humanity

Instrument rated private pilot

Webmaster for State website

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