David Ashton

**** *. **** **

Fort Wayne, IN ****8

Email: ac7kr8@r.postjobfree.com

Phone: 260-***-****

Objective

To secure a leadership position with a company that can benefit from a collaborative approach. One in which Safety, Quality, Productivity, & People Development are the corners of success. An opportunity to teach others and in turn learn from others.

Accomplishments

Experience

Mar 2017 – Aug 2018

SCP Limited

Plant Manager

Managed the Auburn, Indiana Campus

Responsible for creating connected processes to ensure a successful 2x growth this year

Responsible for developing processes and transitioning R&D products to production floor

Responsible for every aspect of plant performance: Business planning, Cost Control, Daily Operations, People Development, Capital Investment Evaluation

Workforce education and lean manufacturing

Responsible for improving Cost, Quality, & Delivery

Responsible for complete plant process flow change

2014- 2016

Taylor Made Glass Systems

Director Of Glass Operations & Payne Ohio Plant Manager

Managed the Payne, Ohio Site and Corporate Glass Process Expert

Responsible for improving Cost, Quality, & Delivery

Implemented Kanban systems to work cells

Focused heavily on the development of all support staff

Responsible for every aspect of plant performance: Business planning, Cost Control, Daily Operations, People Development, Capital Investment Evaluation

Workforce education and lean manufacturing

Consulted with Corporate Engineering as the technical glass expert

Developed new products for the Marine Industry

Improved Glass plant on-time delivery by 30%

Implemented an Earned Pay System

Developed an Employee Concierge program, bringing value to the wage

2009 – 2014

Pyramid ODI, Augusta GA

Vice President of Operations

Responsible for Pyramid’s operations teams leading business recovery operations. Turned multi-million dollar loss situations into positive profit yielding businesses. Using collaborative engagement approaches, strengthened teams and turned around labor relationships in union and non-union facilities.

Reversed delivery performance trends at a RTI Metals titanium fabrication facility in Houston Texas from severely deficient to “on time and In-full” status. Successfully rebuilt relationships with major customers such as Boeing, Airbus, and the US Air Force.

Using lean and collaborative approaches, stopped losses and reversed delivery performance at a TYCO Valve facility supplying the power sector - increased on-time delivery to best performance in over three years.

In TRONOX, a major chemical manufacturing facility, designed and implemented a daily production system as a part of a new organization design. Using the system, the site was able to identify and implement several million dollars in savings in the first year of operation. The system was then used as a model for performance improvement at other sites within the organization.

2007 – 2008

Ottenweller Company

Operations Manager

Managed the Fort Wayne, Indiana and Mount Airy, North Carolina Sites.

Responsible for improving Cost, Quality, & Delivery

Implemented pull systems to work cells

Focused heavily on the development of all support staff

Responsible for every aspect of plant performance: Business planning, Cost Control, Daily Operations, People Development, Capital Investment Evaluation

Workforce education and lean manufacturing

2005 – 2006

Ross Aluminum Foundry

Contract Process Improvement

Implemented new leadership approaches in several operations.

Developed and implemented Behavioral Based Interviewing, supervisor development training

Developed and administered employee satisfaction survey

Directed survey analysis and improvement planning

Improved process flow in de-burr area to reduce throughput time from 9 days to 1 day.

Implemented throughput timing as a key metric for their lean journey

1989 – 2005 Guardian Automotive

Progressive leadership roles in operations and engineering from production supervision to global operations roles with a special skill in supporting the improvement of “challenged” operations.

Operations Manager, Ligonier, In

Managed Daily operations of tier 1 Automotive Supply. $100M sales volume

24/7 operation with 455 employees

Responsible for every aspect of plant performance: Business planning, Cost Control, Daily Operations, People Development, Capital Investment Evaluation

Workforce education and lean manufacturing

Operations Manager, Upper Sandusky, OH

Increased production throughput by 20% in first six months

Hired permanent Plant and Production Managers

Applied lean concepts and tools to improve plant layout for proper material flow

Production Manager, Morehead, KY

Turn $1M/month loss into Break even in 6 months

Implemented Lean tools to reduced inventories, rework, improve 1st pass yield and reduced seven day production to five.

Engineering Manager Auburn, IN

Implemented successful process control initiative

Drove preventive maintenance completion to 100%

Tempering Manager, Plant Superintendent, IN

Significantly improved customer/quality PPM defect rate - Reduced PPM from 1000 to 4

Managed 3 separate Tempering locations

Installed $20M Tempering Line

Tempering Superintendent, Luxembourg

Turned $1M monthly loss into profit in 3 months

Provided sustainable performance gains

Production Supervisor, Auburn, IN

Supervised each process area in the plant

Safety, Quality, Productivity, Housekeeping

Interviewing, hiring, motivation, evaluation, C/A

Education

BS – Management Purdue University

References

Available upon request

Unique ability to achieve strong results in cost, quality, and delivery though the combination of lean manufacturing methods and collaborative work behaviors

27 Years lean management experience; 17 years in tier 1 automotive supply.

Coordinated/successfully led six plant turnaround efforts.

Developed and implemented two transformative cultural change initiatives.

Developed comprehensive lean manufacturing educational system.

Leader of manufacturing facilities through lean manufacturing journey.

Implemented collaborative work systems in an automotive supply business.

Lean manufacturing presenter at the U.N.T. Center for Collaborative Work Systems National Conference.

Led team of interim manufacturing managers deployed to rescue non-performing facilities.

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