Manager Manufacturing

David W. Walker

***** ********* **** **** ****: 346-***-****

Cypress, Texas 77433 E-mail: **********@*****.***

PROFESSIONAL PROFILE

Executive Level Director and Manager with a broad base of expertise in Aviation, Business, Manufacturing Management and all levels of Leadership. An accomplished Business Leader with P & L accountability, Human Resource responsibility, skilled in building and developing annual business plans/budgets, has delivered cost reduction results, and is a skilled and accomplished problem-solver. Outstanding Communicator and Coordinator. Has built high performance teams. Highly effective at selling new concepts and gaining buy-in from the Team. Routinely led cross-organizational projects. Outstanding Facilitator. Known for a passionate leadership style that inspires others to excel.

Management Competences:

Accomplished Naval Aviator and Pilot Consummate Safety Leader

Highly Effective Communicator/Coordinator Leadership (Motivator & Communicator)

P&L Responsibilities Budgeting/Cost Reductions Planning

ABC Costing Analytical Problem-Solving Expert

ERP Utilization (including SAP & Oracle) Toyota Lean Manufacturing Principles

CAREER HISTORY

Toshiba Mitsubishi Electronics Industrial Corporation (TMEIC)

A 2.2 Billion Electronics Company

Director of Operations, Toshiba Mitsubishi Powered Electronics (TMPE) 2016 - 2018

Responsible for all facets of the Operation from Order Entry to Product Shipment which includes Safety Accountability, all Production Activities, Budgetary Control, Quality Assurance, and Human Resource Management. During this period, was responsible for the new construction of a 40,000 Square Foot Building/Factory including Design, Contract Completion, Construction Management, and finalizing the finished Construction. Moved the entire Operation from old site to new and was fully operational in 10 days.

Managed a multi-million-dollar operation which yielded over a 20% ROI.

Directed staff of nine Managers and four Supervisors.

Responsible for the Safe Operation of over 100 Employees.

Launched Production of TMEIC’s newest 2.7 MW PV PCS Inverter.

Personally, responsible for the Operational Productivity and leading an improvement of 20% taking it from 58% to almost 80%.

Reduced Shop Overtime by 15% from 25% to 12%.

SPX Flow Corporation, Houston, Texas

A $2.5 billion Oil and Gas Valve Pipeline Company

Plant Manager / Operations Manager, Copes Vulcan Valve Business Unit 2008-2016

Coordinated and Directed the Safe Operation and Production Activities for a fully engineered to order Control Valves for the Electrical Power Plant (both Nuclear and Conventional) Industry and the Oil & Gas Pipeline application. P & L Accountable with responsibility for a Quality Product with On-Time Delivery in the most Efficient and Cost-Effective manner.

Coordinated and Integrated the Manufacturing Workflow, Production Planning/Scheduling, Budgetary Conformance, and ensured the proper Utilization of Personnel, Machinery and Facilities. Successfully achieved monthly Revenue goals and Shipping requirements which drove On-Time-Deliveries to record levels of over 90%.

Planned, managed and directed all manufacturing activities and support services. Achieved optimum production levels with over 80% Productivity and reduced Overtime by 40% while maintaining the highest standards of quality with an improved Manufacturing cost structure. Achieved Productivity Rates of 81.8% up from 58.3% over a two year period and reduced the Customer Warranty Sales Concession Claims from 81 claims in 2014 to below 30 claims in the next period. Sponsored and drove the Facility’s new Problem-Solving Matrix that allowed for improved Safety Performance, Quality Resolution and everyday fixes to Production Issues. Safety Incident Rate (TIR) improved to below 2%.

Directed and coordinated Acquisitions and installation of Capital Equipment, major rebuilds and machine modification, plant layouts, tooling and related activities. Annual Capital Budget ranged from $20,000 to $125,000 for procurement of new/used machines and tooling equipment.

Shared lean experience from Automotive Industry with other Business Units at the Facility. Instructed Problem Solving technique and methodology that routinely yielded a Root Cause Solution and consistently provided Corrective Actions per issues with Safety, Quality and Productivity.

Director of the Plant-Wide SAP Implementation (SPX) 8/2009 – 4/2010

Responsible for the nine-month SAP Enterprise Resource Planning (ERP) Business System transition from JD Edwards. Lead an eighteen-member team of “Super Users” that Organized and Defined the Manufacturing Process for the SAP Template, Tested the Process Flow and Installed current local data and made the SAP System ready for operation. The SAP Launch (GO LIVE) was 100% success and was accomplished in a 10-day period.

Responsible for the successful selection of Functional Teams and directed the aggressive schedule of organizing, testing and integrating the functional data needed for SAP Implementation.

Conducted Weekly Status Review and Updates of the Implementation progress to the Sector Vice President and the Executive Team.

Coordinated nine Contract Experts with nine SPX Plant Personnel (Super Users) which was admired by the Contract Team of being the “Best Ever Worked With”.

End of Project Event (Go LIVE) was conducted in 10 days with zero major discrepancies. Negligible Production impact on the Facility Manufacturing and Shipping Operations.

SHAPE CORPORATION, Grand Haven, Michigan

A $500 million Automotive Manufacturer.

Manufacturing Manager, Shape Stampings Business Unit 2006-2007

Directed stand alone manufacturing operation responsible for high volume metal stampings products with welding and assembly activities, extensive metal fabrication applications for automotive industry with an annual operating budget of up to $20 million, capital budgets of $3 million and 120 employees. Delivered results based on a balanced scorecard of safety, quality, schedule and cost measurements.

Introduced and implemented lean manufacturing principles such as 5S, Kaizen, Kanban, Value Stream Mapping and Heijunka Processes. Resulted in a 75% reduction of RAW material inventory and opened 10,000 square feet of floor space and implemented over 50 part Kanban’s.

Reduced labor costs by 18% in one year through reorganizations and implementing lean manufacturing.

Reduced plant supervision by 33% and eliminated all hourly lead pay.

Increased Labor Efficiency from 55% to 78%.

Improved On-Time Delivery KPM by 25% within one year through continuous improvement.

Drove quality improvements resulting in a 25% reduction in customer complaints.

Implemented SPOT program which reduced OSHA recordable incidents by 35%.

Achieved initial ISO 14001 environmental certification and annual re-certification of the IS0 9001 standard.

Manufacturing Manager, Shape International Business Unit 2002 - 2006

Implemented a corporate wide Business Unit/Cell concept initiative. Brought company from a plant operation base to a Business Unit/Cell structure. Four Business Units working side by side in five different plants.

Responsible for the successful launch of two key business initiatives. Launched a $2.5 million window sash/jam for Mitsubishi Gallant and $1.2 million bumper assembly for the Honda Civic. Both projects launched on time and under budget.

Accountable for Business Unit’s monthly operating expenses. Material, Labor and Overhead.

Established operating budget (COG’s) for Business Unit. Manning level projections became reality for launched projects.

Conducted cycle time study and applied lean principles improving labor efficiencies and productivity by 20%.

SAPPI, Muskegon, Michigan 2000 - 2002

A $6.0 billion Fine Paper Manufacturer.

Manager, Finishing and Distribution Department

Directed the safe operation of five Folio converting machines, two roll wrapping machines and packing and shipping functions of 600 tons per day operation.

Directly responsible for 198 union employees and salaried staff of 11.

Managed the Finishing Department with sales exceeding $500 million annually.

P / L Responsibility

Improved productivity by 20% (380 TO 460 tons per day).

Led safety achievement of 168 safe days without an OSHA recordable incident.

Quality improvement of 40% taking Quality incident rate from 2.4 to 1.3.

Approved daily production schedule which directly impacted and sustained an on-time shipment/fulfillment rate of 98.6%.

Reduced budgeted 2001 fixed costs during midyear review by $3.2 million.

Achieved annual goal of $3.0 million in cost reduction in fixed and variable costs.

INTERNATIONAL PAPER COMPANY, Lock Haven, Pennsylvania

A $25 billion International Paper Manufacturer

Business Unit Manager PS&D 1995 - 2000

Responsible for the safe (OSHA VPP Star) operation of five cut size paper converting machines, two large palletizers and the shipment of 1000 finished tons per day.

Directed and managed 168 hourly and 19 salaried in a union free/high performance work environment.

Developed performance standards and prepared annual budget submission for 230,000 tons per day converting, packaging and shipping operation.

Identified and provided justification for the department annual capital improvement plans.

Developed a warehouse management system (WMS) that performed inventory control of over 40,000 tons of finished product and 1031 SKU’s.

Implemented new branding strategy / packaging innovations for consumer market (Office Superstores)

UNITED STATES NAVY, Retired

Training Aircraft Requirements Officer / DOD Budget Sponsor, Pentagon 1992 - 1995

Responsible for validating and setting training aircraft system requirements for the JPATS (T-6 Texan II) Program and the Navy’s Primary Flight Training. Provided annual requirements for the DOD Budgeting process for Under - Graduate Flight Training.

Prepared operational requirements for the JPATS Operational Requirements Document (ORD) and the Request for Proposal (RFQ).

Developed annual DOD budget submission for two budget cycles.

Singularly responsible for $3.1 billion for the Navy’s newest aircraft acquisition.

Appointed by CNO as member of the Source Selection Team for the JPATS Aircraft Acquisition.

Conducted Congressional Briefing on the JPATS program.

Awards: Meritorious Service Medal

Naval Officer and Naval Aviator 1983 - 1992

Served as Carrier Air Wing Staff Officer and Operational Carrier Based Aviator and Helicopter Pilot.

Accumulated 4488 rotary wing flight hours. Certified as Carrier ASW/CSAR Mission Commander.

Qualified and Certified as Helicopter Control Officer (HCO) on CVN-70 USS Carl Vison & CV-41 USS Midway. HCO Control’s Flight Deck Operations during Helicopter Flight Operations.

Served as Squadron Operations Officer, Maintenance Officer and ASW/CSAR Tactics Officer.

Awards: Meritorious Service Medal, Navy Commendation Medal (two awards) and the Navy Achievement Medal (two awards).

Naval Officer and Naval Aviator 1981 – 1983

Served as NAS Meridian Mississippi Station Pilot and Assistant Air Operations Officer.

Responsibilities included: ATC Officer, Fire/Rescue/Emergency Response Coordinator, NORAD Trusted Agent, and Station SAR Pilot.

Conducted 28 Medivac’s and two SAR Incident’s (one Rescue and Recovery).

As Emergency Response Coordinator, conducted two Emergency Management Events; Train Derailment and Aircraft Incident Drill all in accordance with NIMS/ICS Standards.

EDUCATION AND PROFESSIONAL TRAINING

B.S. Management and Technology, United States Naval Academy, Annapolis, Maryland

M.S. Management (Completed Course of Study), Troy University, Troy Alabama

Naval Aviation Flight Training/Flight School Pensacola, Florida, Designated Naval Aviator (Pilot)

Training Certificates:

Toyota Lean Manufacturing Training Managing Personal Growth

Kepner Tregoe Problem Solving ABC Costing

Vern Harnish One Page Strategic Planning Change Management

Dale Carnegie Leadership Training for Managers NIMS Training

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