Continuous Improvement Supply Chain

David J. Baughman

**** ****** ***** *****, *******, TX 77433 832-***-**** ************@*****.***

Senior Operations & Manufacturing Management Profile

Qualified for COO, VP & GM Positions

Over 15 years of leadership experience includes full P&L accountability for multimillion-dollar, multi-location operations. Career-spanning portfolio of quantified achievements. Multi-industry background in aerospace, automotive, electronics, energy, industrial, and oil & gas.

Visionary executive leader with a history of right-sizing failing operations, leading dramatic transformations, and implementing frameworks for ongoing success. Lead by example and inspire confidence in teams to exceed expectations. Build and maintain trusting relationships with customers, partners, and team members at all levels. Respond to challenges with determination and laser focus; overcome obstacles with innovation and sweat equity.

Continuous Process Improvement

Lean Manufacturing Principles

Six Sigma / Quality Assurance

Staff Training & Development

High-Potential Leader Mentoring

Revenue Generation

Change/Turnaround Leadership

Acquisition Due Diligence

Cost Reduction & Avoidance

C & Board-Level Presentations

Strategic Planning & Execution

Customer Satisfaction/Retention

Relevant Power Solutions: Launched the Operations Function, Achieved ISO9001 Compliance

Surefire Industries: Double-Digit Gross Margin, Profit, OTD, EBITDA & Inventory Reduction Gains

Barnes Group: $27M Revenue Growth, 2 Full Divisional Turnarounds & NPI Launch for 750 Parts

Barnes Aerospace: Employee of the Year, 2007; Special Recognition Award, Financial Management, 2009

Professional Experience

RELEVANT POWER SOLUTIONS – Houston, TX – 2016-Present

$130M provider of mobile gas turbine package that serves global markets, primarily Asia, Africa, SA, and the Middle East.

Chief Operating Officer

Directed all operational areas, including Manufacturing, Production Planning, Quality Control, EHS, Inventory Control, and Product Testing. Lead and mentor team of 5 management direct reports and 50 indirect reports (projected to grow to 150). Hold full P&L accountability for financial/budget performance. Recruit, hire, onboard, and train employees to develop a top-performing, highly responsive team; create HR policies and procedures.

Launched the company’s entire Operations organization, including all recruitment and staffing activities over a 4-month period. Brought the entire mid-management team on board as well as all hourly positions.

Spearheaded efforts for RPS to achieve ISO9001 compliance as well as Certified PED Welding Shop, CE Compliance, AWS Certification, and ASME Weld Certification.

Led team in preparing and establishing new 4-building campus to enable assembly of trailers within 4 months of closing on the property. Oversaw full mixed-model cell layout, acquisition of all tooling, equipment, and support materials, and work procedures for welding, assembly, and other functions.

Co-directed team in installation of SAP ERP system within a 5-month period, enabling RPS to gather data on the first build. Established manufacturing budget policies and procedures for the NPI phase.

Managed team in implementation of $7M construction project that included 2 separate 220 foot-long test pads with liquid fuel and natural gas testing, denim water system, and 44MW load banks.

Directed introduction of lean principles into the construction of the shop as well as processed-based manufacturing. Held labor costs under budget by 8% and established talent pipeline to manage growth.

SUREFIRE INDUSTRIES LLC – Houston, TX – 2012-2016

$122 million leading provider of design and manufacturing solutions, including well stimulation equipment and packaged skid products across global oil & gas markets.

Vice President / Chief Operating Officer

Held full P&L responsibility for operational areas, including Manufacturing, Engineering, Supply Chain, Planning, Continuous Improvement, Customer Service, Project Management, Field Service, EHS, and Quality functions. Led team of up to 350 direct and indirect reports, including Site Directors and middle management at all 3 plant locations. Participated on quarterly Board meetings, serving on the team that presented results/data to the Board along with the CEO and CFO. Key Challenge: instill stability and consistency within a start-up environment.

Orchestrated 180-degree turnaround for under-performing operation, primarily through Management by Metrics implementation. Improved on-time delivery from 10% to 60% in 1 year (up to 92% by the third year), gross margins from 10% to 22%, attainment of projects within 1% of budgeted cost, and EBITDA from -8% to +9% in 2 years.

Led development and installation of quality system that enabled achievement of ISO9001-2008 certification in the first 7 months. Additionally instituted robust program of Lean/Continuous Improvement, ISO9001, ISO14001, and Goal Deployment (Hoshin Kanri) strategic planning.

Reduced assembly hours from 600 to 435 on frac pump and 1650 to 1200 on a blender by moving from automotive-style flow line and mixed model cells (decrease in frac pump assembly from 21 to 5 days).

Lowered inventory levels from $85 million to $9 million with the same level of revenue through synchronization of supply chain to the build schedule.

Contributed to due diligence review of 4 companies for potential acquisition and worked with the CEO to close new capital partner, with full responsibility for due diligence package and onboarding with new team.

Drove expense reduction from 12% to 7% SG&A in 24 months on a budget of $110 million.

WYMAN-GORDON – Houston, TX – 2011-2012

$240 million world leader in structural investment castings and forged components for aircraft engines and gas turbines.

Director, Shared Services

Brought on board for new position to unite 2 operations and manage shared departments, including HR, Plant Engineering, Maintenance, Quality, Supply Chain, and Tool Development. Supervised team of over 100 and reported to the VP of Energy as well as the VP of Aerospace.

Increased throughput by reducing lead time from 8 days to 3 days per pipe through instituting capacity plan and management system. Additionally reduced customer response time to closure from 42 to 21 days.

BARNES AEROSPACE- BARNES GROUP, INC. – Lansing, MI – 2006-2011

$52 million operating location for Barnes Aerospace (112,000 sq. ft. of space), employing 150 team members.

Division Manager

Held full P&L accountability for entire division, with complete decision-making authority along with the Group HQ. Supervised managers of HSE, Manufacturing, Continuous Improvement, Engineering, and Quality divisions. Planned and administered multimillion-dollar budget that carried gross margin target of 32%, operating profit of 21%, and profit-after-tax target of 11%. Key Challenge: Spearheaded efforts in capturing $20 million of new business.

Generated $47 million in revenues for 2007, surpassing target by $8 million. Additionally increased operating profit from 8% to 24% in 4.5 years and OTD from 62% in 2006 to 93% in 2010 while reducing Days Working Capital (DWC) from 146 to 58 days in over 24 months in 2008 and 2009.

Drove significant improvement in employee productivity per year from $165,300 in 2006 to $429,750 in 2010 by instituting Lean Manufacturing, Management by Metrics, and a new management team.

Transformed monthly review to a management operating review format centered on KPIs that included: Sales/employee; OTD & OTD Starts; Expense/employee; Scrap/month, scrap/employee, TRIR, and others.

Installed Kaizen events that increased from 1 per quarter to 2 per month. Introduced multiple programs that included Daily Gemba walks, weekly staff meetings, and a robust 6S program with weekly inspections.

Hand-selected to oversee Phoenix facility and conduct analysis to determine future operation. Led plant to its first monthly operating profit in over 10 years through scrap, overtime, and freight reductions.

Led team for sales diversification. Directed efforts to research and generate new revenue platforms.

ASSOCIATED SPRING- BARNES GROUP – Burlington, Ontario, Canada / Milwaukee, WI – 2001-2006

$32 million producer of springs and wire forms, primarily for Tier 1 automotive customers such as Toyota, GM, Ford, and Nissan.

Division Manager, Burlington (2004-2006) Division Manager, Milwaukee (2001-2004)

BURLINGTON: Directed entire division, with full P&L responsibility and ownership of currency hedging. Supervised team of 180, controlled contract administration, and managed entire budget. MILWAUKEE: Assigned to direct division, control growth/expansion, and transition move of products from plant closure in Dallas.

Burlington – Established new management structure and restored discipline within facility previously lacking order. Led scrap reduction from 6% to less than 2% of sales ($800,000 annual savings), introduced Lean Manufacturing and Six Sigma operations facility-wide, and improved all productivity indicators.

Milwaukee – Restored division to a positive operating profit and drove sales increase from $11.7 million in 2001 to $13.5 million in 2003 despite changeover in 50% of the customer base.

Education & Credentials

Bachelor of Science (BS) in Business Management

UNIVERSITY OF PHOENIX, 2008

Certifications & Training

Lean Champion, 2007; SCALING UP- Workshop on Organizational Development/Strategy; Workshop on Paradigms/Operational Change, 2013; Rolls-Royce Lean Supplier Program, 2010-2011; Lean Enterprise Leadership Development, 2007; Case Western Leadership Program, 2007; Columbia University Emerging Leadership Program, 2004; Caterpillar Leadership Six Sigma Program, 2003

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