DAVID L FUELLEMAN

214-***-**** ac4i26@r.postjobfree.com

Plant Management & Manufacturing Executive

Accomplished, multi-disciplined, operations and business professional with a history of successfully implementing production, logistics and operational strategies with national and international companies to gain capacity and maintain market share. Adept at impacting manufacturing and distribution operations and building strong client and customer relationships. Proven track-record of delivering above-target production and financial results. Turnaround expert leveraging Lean (Six Sigma) Manufacturing, focusing on Safety and instilling Continuous Improvement and Operational Excellence into facility’s culture. English and Spanish

Asset Management

Six Sigma Black Belt

Process Improvement

Lifecycle Management

Logistics & Distribution

KPI Development

Project Management

New Product Introduction

Team Mentoring & Retention

P&L and Budget Management

Customer Service & Satisfaction

Cost Reduction/Efficiency

Inventory Planning/Control

Performance Management

Strategy Development/Execution

“David is a leader in the truest sense of the word and has consistently delivered in operations, profit & growth. He has a unique blend of people and operational skills. He knows how to get results and bring out the best in others.”

Daniel DeJarnette, VP Operations F-Wave

Improved overall output by 30% in 3 months, through strategically reorganizing the operations and installing visual management tools.

Improved output by 18% while reducing quality issues by 8% and improving safety metrics by 25%.

Developed turnaround strategy and implemented a holistic re-engineering of the operation from the manufacturing processes through the shipping operation.

Transformed the safety culture and improved plant safety ranking from last in the company to a year without a lost time accident, reducing claims from $1 million to $15,000 annually.

THE PLASTICS GROUP THEPLASTICSGROUP.NET 2017 – PRESENT

Plant Manager

Recruited by a PE firm to take over an under-performing operation. One of the largest blow molding plants in America.

Currently working on getting the operation back to the basics including Standard Work, Visual Work Boards, and Visual Scheduling Boards. Also working on getting both locations re-financed.

AMERICAN BATH GROUP SAVANNAH, TN www.americanbathgroup.com 2016 2017

Commercial Product Manager

Recruited by ownership team who purchased Swan Corporation and were impressed with manufacturing efficiencies leveraged in turnaround of underperforming lines.

Within 3 months improved output by 30% through strategically reorganizing the operations and installing visual management (hour by hour boards, daily production, and corrective actions and posting corrective action lists).

Improved training of the staff and developed an employee engagement program.

INNOCOR INC TERRELL, TX www.innocorinc.com 2015 – 2016

General Manager

Turned around an underperforming polyurethane production facility supplying most major mattress manufacturers.

Completed a corporate-planned Oracle JDE system integration on time, improving inventory and financial records.

Improved the fabrication output by 15% and improved employee engagement.

SWAN CORPORATION CENTRALIA, ILLINOIS www.swanstone.com 2015 – 2015

Vice President of Manufacturing reporting to Aurora Management Partners Inc.

Recruited specifically to prepare the underperforming operation for sale (previously unable to meet demand or achieve financial goals).

Developed turnaround strategy and implemented a holistic re-engineering of the operation from the manufacturing processes through the shipping operation.

Improved output by 18% while reducing quality issues by 8% and improving safety metrics by 25%.

david l. fuelleman 214-***-**** ac4i26@r.postjobfree.com page two

HENRY COMPANY GARLAND, TX www.henry.com 2013 – 2014

Plant Manager

Turned around 2 plants, one that handled asphalt mixing and one that produced latex-based reflective roof coatings by improving production metrics management, adding capital equipment, upgrading supervision, and implementing employee engagement initiatives.

Metric improvements of 17% increase in production, 30% improvement in quality, and 10% improvement in safety.

IKO INDUSTRIES SUMAS, WA www.Iko.com 2012 – 2013

Plant Manager

Managed Engineering, Safety, Manufacturing, Quality, Logistics, Purchasing, and Capital Planning departments.

Developed strategic turnaround plan, which resulted in 18% increase in productivity; spearheaded and implemented employee engagement program that measurably improved morale; implemented 55 shop floor improvements which reduced downtime by 10%; and implemented process control improvements that reduced process variations and sped up processing by 15%.

Supervised a local mining operation including working with MHSA to ensure safety compliance.

GAF MATERIALS CORPORATION DALLAS, TX www.gaf.com 2005 – 2011

Plant Manager

Recruited to turnaround the largest roofing plant in GAF, including direct responsibility for Safety, Human Resources, Production, Engineering, Quality, Asphalt Processing Plant, Logistics, Sales Management, Purchasing, and Accounting.

Results of strategic turnaround plan included;

Improved line speed by 22%; used Lean tools to reduce standard deviation in processing area by 50%;

Utilized change management, created a flexible workforce that could move from line to line based on demand;

Designed and implemented an asphalt heating process that was ultimately installed in plants throughout the U.S.

Transformed the safety culture and moved the plant safety ranking from last in the company to 1 year without a lost time accident, reducing claims from $1 million to $15,000 annually;

Led a team that designed a new packaging process, increasing processing capability 30%.

Oversaw 250 union employees.

FORTUNE BRANDS, INC. 1992 – 2005

Managed operations in Milwaukee WI, Sonora Mexico, Atlanta GA, Ontario CA

Significant improvements included: cut inventory from $13 million to $5.3 million; implemented Pull Manufacturing, reducing finished goods inventory $4.5 million; exceeded fill rate goal of 96% - achieving 99% fill rate in 2003; and reduced operating budgets by 11%.

Directed plant management, sales, purchasing, accounting. Brought on to turnaround underperforming division by implementing Lean techniques.

Directed transition of entire business unit from the U.S. to Mexico, overseeing 1600 union employees. Improvements realized included: completed move of the business on-time and under budget; increased on-time order fills from 84% to 99.7% and decreased lead times 25%.

MBA, Cardinal Stritch University BS, Indiana Institute of Technology

Six Sigma Lean Blackbelt Certification, Management and Strategy Institute Lean One Piece Flow, Demand Flow College

VMI Certification (Chemical and Storage Safety), Department of Homeland Security

Management Program, Center for Creative Leadership Root Cause Analysis, Kepner-Tregoe Mine Safety Manager, MSHA

Contact this candidate