JOSEPH A. DU LAC

JOSEPH A. DU LAC

**** ******* ***** ********, ** 48455

Home: 810-***-**** Cell: 810-***-**** Email: abnf57@r.postjobfree.com

Linked In: http://www.linkedin.com/in/jdulac

SENIOR MANUFACTURING EXECUTIVE

GENERAL MANAGER / CONTINUOUS IMPROVEMENT DIRECTOR

Repeatedly produce sustained revenue and EBITDA growth in dynamic and changing markets.

Proven achievements in industrial automation, office furniture, appliance and automotive industries.

Extensive experience in business turnaround, lean implementation and transformation.

Senior executive with successful year-after-year achievements including revenue, profit, and business growth

objectives within start-up, turnaround and rapid change environments. Extensive experience with highly-

engineered systems which require deep understanding of critical business drivers in multiple markets and

industries; highly successful at building relationships with upper-level decision makers, seizing control of

critical problem areas, and delivering on customer commitments. Customer-focused and performance-driven.

Led and motivated teams comprised of over 450 employees and managed P&L for business divisions exceeding

$100 million in revenue.

Toyota Production System Turnaround / Transformation Organizational Development Lean Plant

Layout Operations Management Leadership Development New Business Development Balanced

Scorecard

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JOSEPH A. DU LAC

PROFESSIONAL EXPERIENCE

STRATEGIS LEAN MANAGEMENT ADVISORS, Metamora, MI Nov 2007 -

Present

Management Consultant

Heavy Truck Equipment Manufacturer, Muskegon, MI (Contract), Dec 2008 – Present

Contracted to lead the management team of this organization through a turnaround and company-wide Lean

transformation. Key processes include metal fabrication, robotic welding and assembly, warehousing and

distribution.

Hoshin Planning Developed transformation plan benchmarking best practices for critical

processes and along with a balanced scorecard system with detailed goals

and objectives.

Implemented a Balanced Scorecard metric system to manage business.

Lean Facilities Developed future-state plant layout with phased implementation plan

Planning incorporating; Production Cells, Value Stream Mapping, Kanban, Andon

Systems, 5S Systems, SMED, Production Control Boards, etc.

Reengineered new business development process to manage and acquire

large target accounts.

Lean Accounting Developed lean accounting system aligning P&L reporting by value stream

and the elimination of work orders and labor reporting.

Transformed Roll-Up Door Division which is a stand-alone factory

implementing a complete Toyota Production System resulting in a 65%

improvement in productivity.

Business Returned the company to profitability within the first 3 months through

Turnaround aggressive restructuring and cost cutting measures.

Saint Clair Systems, Washington, MI (Contract), Nov 2007 – Feb 2009

Assumed interim leadership of this high-technology manufacturer of chemical process automation controls

with the objective of guiding the company through a Lean transformation. Key processes included metal

fabrication, electrical assembly and controls integration.

Organizational Led the Lean transformation completely restructuring, reengineering and

Restructuring repositioning the company for growth implementing a team-based

organizational structure with cellular manufacturing aligned with key

product families.

Bottom Line Reversed several consecutive years of revenue decline and losses into profit

Improvement in first 6 months.

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JOSEPH A. DU LAC

TRUCK BODIES & EQUIPMENT INTERNATIONAL, Rugby, ND Jun 2007 –

Nov 2007

Director of Operations / Continuous Improvement

Led the northern operations and the corporate Lean initiative of this manufacturer of heavy truck bodies and

accessories. Key responsibilities also included acting General Manager over the operating site located in Rugby,

North Dakota.

Strategic / Vision Developed one year Lean business transformation plan to convert from batch

Planning manufacturing to flow through the implementation of kanban systems.

Restructured into self-directed work teams with goals, objectives and action

plans aligned with company goals.

Lean Implemented company’s first high-volume truck body assembly line using Lean

Implementation techniques to achieve continuous flow reducing lead-times from 6 wks to 2 hrs.

HNI CORPORATION, Muscatine, IA

2006 – 2007

Manager, Rapid Continuous Improvement – HON Company, Jan 2007 – Jun 2007

Advanced to headquarters of this global office furniture manufacturer to lead the lean transformation effort

for the HON Wood/Laminate Office Furniture Division. Total direct reports included a team of 11

Industrial Engineers and Technicians.

Operations Led Team to develop global Lean strategy to convert production plants from

Planning a traditional functional departmental manufacturing system to a JIT

continuous material flow system.

Director of Operations - Hearth & Home Technologies, Jan 2006 – Jan 2007

Led the Lean transformation of the Colville, WA operations, a $100M+, manufacturer of home heating

appliances. P&L responsibility for 2 manufacturing sites. Processes include all facets of metal fabrication

including; CNC machining, laser cutting, turret punch pressing, brake pressing, stamping, welding,

porcelain/powder coating and heavy assembly.

Toyota Coached by Manufacturing Management from Toyota Motor Corporation

Production and consultants from Shingujitsu to develop and implement 3-year/3 phase

System lean business transformation plan utilizing the tools and methodology of the

Toyota Production System.

Implemented first phase of the manufacturing vision through a series of

rigorous Kaizen Events resulting in an increase in total throughput from

$62M to $101M.

Operations Consolidated three high-volume products representing 80% of the total

Improvement volume and installed one new mix-model automated paced assembly line

reducing assembly cycle time from 17 min./unit to 4 min./unit for an annual

labor savings of over $330,000.

In-sourced all laser cutting result in $1.7M annual savings.

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JOSEPH A. DU LAC

Cost Savings Installed new powder coating system in-sourcing all powder coating and

eliminating in-line wet-painting capturing a $283,000 annual savings.

Opened new off-site CNC machining facility to in-source all cast iron

manufacturing resulting in a $300,000 annual savings.

Warehousing Opened off-site 3PL sequencing warehouse operation with VMI for staging

and Logistics and kitting of incoming materials for a gain in annual inventory turns from 8

to 100.

K&K STAMPING COMPANY, St. Clair Shores, MI 2001 –

2004

General Manager

Led turnaround and Lean transformation of this $25M, multi-divisional tier two supplier of automotive wiper

systems, electrical connectors and tooling. Senior operating executive with full P&L responsibility. Processes

included high volume, high mix, metal stamping, and electrical assembly.

Reversed first year loss of 20% into a profit first year. Steadily increased

Business

margins to a consistent EBITDA of 13% by third year.

Turnaround

Reorganized into business units and spun-off unprofitable tool & die

business and sold electrical connector business unit to a Fortune 500

company delivering a 53x cash return to shareholders.

Operations Consolidated four manufacturing sites into one newly renovated facility

Consolidation capturing a 65% reduction in operating expenses.

Rationalized remaining product-line eliminating unprofitable products,

reorganized and restructured business around high-margin high-growth core

business.

Operations/ Implemented Lean business system accelerating inventory turns from 6 to

Quality 58 reducing customer quality PPM from 22,554 to 33

Improvement

PTM CORPORATION, Fair Haven, MI 2000 -

2001

General Manager

Led the lean transformation of this $15M, tier one manufacturer of automotive assemblies, prototype services

and tooling. Full P&L responsibility for 2 manufacturing facilities reporting directly to the ownership.

Processes included metal stamping, machining and assembly, laser cutting and EDM services.

Bottom Line Accelerated EBITDA from a 12% to 27% first year through an aggressive

Improvement lean initiative to improve material flow and eliminate chronic product

quality defects.

Restructured organization into self-directed teams with goals and objectives

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JOSEPH A. DU LAC

aligned with company goals using balanced scorecard approach.

Plant Layout Reorganized total factory layout of equipment and machinery into a cellular

manufacturing design realizing significant gains in company performance.

DOVER CORPORATION, DE-STA-CO Industries Division, Madison Heights, MI 1996 -

2000

Business Unit Manager

Led the turnaround and transformation of this $30M, manufacturer of clamping and material handling

automation. Promoted rapidly based on performance in new business development, operations management and

eventually division management. Processes included high-volume, high-mix model metal stamping, welding,

machining and assembly.

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JOSEPH A. DU LAC

Business Reversed first year loss of 35% into a profit first year. Steadily increased

Turnaround margins to a consistent EBITDA above 20% by third year.

Negotiated a labor contract with the UAW capturing substantial concessions

in wage, health and retirement benefits, allowance to reduce the workforce,

and job classifications to allow a team based workforce.

Change Successfully instituted a culture of continuous improvement in a UAW

Management environment by introducing theories and concepts used in the Toyota

Production System including; lean awareness training, value stream

mapping, standardized work, 5S, visual controls, pull manufacturing, set-up

time reduction (SMED), and self directed teams.

Improved productivity 246% by converting the assembly/manufacturing

processes from batch manufacturing to a cellular process using one-piece-

flow techniques.

Converted conventional inventory control practices from a “push” type

Operations system using MRP and shop scheduling to a “pull” type system capturing a

Improvement $1,100,000 reduction in operating inventory requirements.

PRIOR EXPERIENCE

Functional leadership positions in Sales, Marketing and Engineering:

ISI Robotics / Structural Kinematics / Monnier

EDUCATION & CREDENTIALS

Wayne State University, Detroit, MI

Area of Concentration: Bachelor of Arts Pre-Law Program

University of Detroit, Detroit, MI

Area of Concentration: Bachelor of Arts Pre-Law Program

Macomb County Community College, Warren, MI

Area of Concentration: Mechanical Engineering Program

PROFESSIONAL TRAINING & DEVELOPMENT

Strategic Sales & Marketing, University of Michigan

Lean Manufacturing, St. Clair Community College

Lean Manufacturing, Macomb Community College

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JOSEPH A. DU LAC

HNI Certified Lean Auditor, Shingujitsu

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