JOHN L. DANIELS

Lancaster, PA

Cell: 610-***-**** www.linkedin.com/in/john-daniels-7094b22b ac4knv@r.postjobfree.com

Vice President of Operations

Twenty plus years of experience in heavy manufacturing with steady promotions within Operations. Successful at driving change and continuous improvement in both Union and Non-Union environments. Rigorous implementation of World Class Manufacturing principles to improve operational results in multiple environments through a focused, change-driven approach.

CORE COMPETENCIES

Lean Manufacturing

Labor Negotiations

Productivity Improvement

Sales and Ops Planning

Heavy Truck Assembly

Footprint Optimization

Change Management

World Class Manufacturing

Project Management

PROFESSIONAL EXPERIENCE

Casual Living Unlimited LLC, New Holland, PA 2017-2018

Vice President of Operations

Responsible for safety, quality, cost and delivery for manufacturing operations and provided strategic leadership for the New Holland site.

Improved attendance from 35+% absenteeism to less than 4% by installing and enforcing new attendance policy

Led the organization to ramp up and down capacity to support a 150% fluctuation in seasonal demand

Developed S&OP planning tool to maximize OTD and reduce lead times to customers

Launched new product portfolio for first time in several years

Created Operational Boot Camps to assess quality and productivity data and create actions to improve

Dormakaba, Reamstown, PA 2015-2017

Vice President of Operations

Responsible for all Purchasing, Supply Chain, Manufacturing Engineering, Quality and Operations for North and South America including 6 manufacturing sites in the U.S and Brazil encompassing 3 Regional Directors, 50 Salary and 230 Hourly.

Developed footprint consolidation plan for region to maximize manufacturing synergies

Built business case and improved intercompany pricing and margin for Brazil

Worked with local unions to negotiate new labor contract at 2 sites

Improved working capital as a percent of sales across area

Ramped up production at Revolving Door facility to deliver $12 million in revenue annually

Instituted project to consolidate lock offering to meet market demands and improve lead times

Entered into agreement with 3PL provider to save $150,000 annually in transportation costs

CNH Industrial, New Holland, PA 2007 – 2015

Plant Manager/Director: NA Ag Manufacturing, New Holland, PA

Engaged Leader responsible for staff of 9 direct and 70 indirect salary as well as 600+ hourly in a 710,000 sq. ft. facility encompassing 3 buildings and 65 acres. Manufacturing processes included extensive laser, fabrication, machining, welding, paint and assembly areas.

Processed $45 MD of steel and 1.6 million castings to produce over 16,000 units and 800,000 standard hours annually

Launched brand new Round Baler for first time in over 10 years and launched a new Disc Mower Conditioner during same period with zero impact to end customer

CNH Industrial, New Holland, PA (Plant Manager cont.)

Drove plant change and improved World Class Manufacturing audit score by 63%

Instituted staff changes that focused on establishing and driving World Class Manufacturing principles

Balanced 2 Commercial Brands in S&OP Process for order fulfillment and scheduling and changed build structure from ‘Build to Forecast’ to ‘Build to Order’

Managed 380+ suppliers: 8,000 purchased parts, 18,000 make parts and built business case to insource all 3PL functions equating to 100+ additional jobs

Set strategic direction for the Plant’s 5 Year Plan

Achieved certification in ISO 50001 and maintained OSHAS 18001, ISO 9001 and ISO 14001

Plant Manager/Director: NA Ag Manufacturing, Benson, MN

Drove plant through culture change while focusing on World Class Manufacturing and Lean techniques while developing, coaching and reassigning staff of 7 direct and 51 indirect salary, and 450 hourly across 5 facilities locally.

Responsible for over $450M in revenue annually for company

Secured approval and executed $27M for Capital investment including building expansion

Actively managed 2 distinct product Platforms across all international regions and all disciplines

Achieved certification in ISO 14001 and OSHAS 18001 as well as ISO 50001

Installed 2 new paint systems by managing multiple contractors to meet critical timeline

Increased production across all products including 600% increase in Cotton Harvester production, while also expanding core business by insourcing Cotton Drum technology

Achieved aggressive international shipment commitment by working with international logistics on EXIM Bank funded shipments

Plant Manager/Director: NA Ag Manufacturing, Dublin, GA

P&L responsibility for site producing 6,000 tractors with $85M in total material cost annually where I successfully ramped down production and closed facility without any impact to volume, delivery or quality.

Achieved 1 year without lost time injury safety milestone

Launched 4 new models including 8N Retro Tractor and India Kit Tractor

Reduced overall inventory by 30% over a 12-month period

Developed optimal manufacturing plan based on rolling commercial requirements across 12 product families while working with international supply chain to ensure timely deliveries and schedule attainment

Condensed 2 offsite inefficient warehouses into 1 consolidated location

Operations Manager: NA Ag Manufacturing, New Holland, PA

Responsible for day to day operations of 710,000 square foot manufacturing facility and staff of 7 direct and over 55 indirect salary and 500 hourly personnel in Agriculture Equipment Manufacturing.

Operations include laser cutting, fabrication, machining, welding, assembly, paint and finishing

Involved in $32 million building expansion and new paint system implementation projects

Managed relocating 6 product lines from sister manufacturing facility into existing footprint

Mack Trucks, Inc., Macungie, PA 2000 – 2007

Area Manager: Production

Responsible for 1 million square foot facility producing 30 Class 8 trucks daily on off-shift.

Function in Plant Manager capacity for 2nd Shift operation

Directly responsible for 21 staff employees and over 270 UAW bargaining unit employees

Developed team of new-hire and existing supervisors and engineers

Handled all HR, quality, manpower and security issues during shift

Processed grievance, termination and harassment issues in a Union environment

Responsible for meeting launch dates and quality milestones of new model truck

Mack Trucks, Inc., Macungie, PA (cont.)

Business Team Leader: Production

Responsible transitioning plant from a one to a two-shift operation.

Organized and implemented start-up of 2nd Shift production for the first time in facility’s history

Responsible for interviewing, hiring, and staffing 2nd Shift

Coordinated training of over 150 new hire UAW bargaining unit employees

Responsible for all aspects of production for 2nd Shift

Unit Manager: Continuous Improvement Processes

Managed approximately 60 employees and was responsible for meeting daily transfer rate

Organized and led team effort to combine two cab lines into a single assembly line

Unit Manager: Cab Assembly Engineering

Involved in production ramp up of new model from 4 to 18 units during introduction phase

Work with Tier 1 and Tier 2 suppliers on quality, fit, and function of cab components

Pirelli Tire Corporation, LLC, Hanford, CA 1998 – 2000

Productivity Systems Engineer

Responsible for designing, implementing and maintaining new incentive system in USWA plant.

Managed team of engineers in restructuring labor standards and installed new work measurement system

Increased productivity 22% plant wide and reduced manpower nearly 20% without negative

impact on production volumes in strong union environment

Coordinated capital installations including new equipment purchases in excess of $1 million

Handled all grievance issues related to manpower and was successful in arbitration cases

H.B. Maynard & Co., Inc., Pittsburgh, PA 1995 – 1998

H.B. Maynard was a consulting firm specializing in Industrial Engineering and Lean implementations including work standards, plant layout and process improvements.

Industrial Engineering Consultant

Involved in projects at 36 different manufacturing sites utilizing the complete MOST Industrial Engineering Software System.

Directed team of engineers in implementing a plantwide labor system, including methods improvements, at two Navistar International assembly plants

Installed labor-planning model with standard data sub-operations at AmTran Bus assembly plant

EDUCATION

Master of Business Administration, Supply Chain Management Major

Lehigh University; Bethlehem, Pennsylvania

Bachelor of Science, Industrial Engineering Technology

University of Dayton; Dayton, Ohio

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