Manager Management

**** ******* ****. . *******, ******** *****

Phone 517-***-**** . cell Phone 517-***-**** . E-mail

*********@*******.***

David C. Eizelman

Education

**** - **** ******** ***** ********** East

Lansing, Michigan

Major: Marketing; Minor: Management

B.A. Marketing

Professional experience

September 2012 - Present Melling Industries Jackson,

Michigan

General Manager (September 2012 - Present)

I planned, directed and accomplished the integration of two of

Melling's businesses into one business and one facility. I

developed and implemented the move of machinery and critical staff

establishing a combined structure. Directed the combination of

financial accounts and assets, and took the lead in communicating

with customers of both organizations during this critical period.

This was all accomplished in a six-week period and a seamless

transition for our customers. Through this consolidation I was

able to achieve significant cost reductions and increased

profitability. I was able to take two businesses that lost a

combined $300,000 in fiscal 2012 and realize savings in excess of

that amount within fours months of the consolidation. Melling

Industries is a manufacturer of high volume precision turned metal

products has approximately 42,000 square feet of manufacturing

space, with annual sales of $10,000,000. Melling Industries

services the Automotive, Marine, Industrial, Heavy Duty Truck and

Agricultural industries.

As the General Manager of the newly combined businesses, I am

responsible for the P & L of the facility and oversaw all aspects

of Operations, including product launch and development,

engineering, quality, material procurement, lean manufacturing,

problem solving and continuous improvement.

Increase management's effectiveness by recruiting, selecting,

orienting, training, coaching, counseling, and disciplining

managers; communicating values, strategies, and objectives;

assigning accountabilities; planning, monitoring, and appraising

job results; developing incentives; developing a climate for

offering information and opinions; providing educational

opportunities. Oversee and ensure high safety standards at all

times.

Provide leadership and vision to the organization with the

development of long range and annual plans, and with the

evaluation and reporting of progress on plans. Oversee preparation

regular reports summarizing progress on short and long-range

plans. Provide leadership and vision to the organization with the

development of long range and annual plans, and with the

evaluation and reporting of progress on plans. Oversee preparation

regular reports summarizing progress on short and long-range

plans.

January 2012 - September 2012 Melling Sintered Metals

Billings, Oklahoma

General Manager (Contract Position)

I developed a plan and accomplished the recovery of a failing

60,000 sq. ft. Powder Metal facility. I successfully brought this

facility to positive EBITDA in three months after it sustained

loses for 30 consecutive months. This was accomplished through

financial management of cash strategies; control costs, improving

cash flow and reducing accounts receivables, improve operations,

increase productivity, develop staff, establish operational

procedures and standards and most importantly drive the plant to

profitability. By the six-month mark net income was positive

$65,000. Additionally, I eliminated $750,000 in backorders.

As the final step in my contracted responsibilities, I recruited

and hired a General Manager with experience in Powder Metal and

assisted in the transition in leadership by leading the

development of a Vision and Mission Statement and the performed

sales and financial forecasting for the next fiscal year.

1997 - August 2011 Production Engineering, Inc.

Jackson, Michigan

Director of Operations (2002 - August 2011)

I developed the plan and oversaw the expansion of the business

from a 65,000 sq. ft., 50 person, and $10,000,000 organization to

a 180 person, and $40,000,000 per year organization in less than

two years. During this time I also directed the move and start-up

of the company to a new 200,000 sq. ft. facility.

As Director of Operations I oversaw all company functions and have

demonstrated success in complex manufacturing operations. This

facility produced precision components for the heavy vehicle

industry by performing CNC machining, turning and grinding of

steel forgings and castings for the heavy vehicle industry such as

trucks, buses, material handling, off-highway construction and

agriculture vehicles and also supplies many components for the

defense industry. The facility also performs gear cutting,

assembly and induction heat-treating.

Responsible for managing and planning manufacturing operations

with direct P & L responsibility, including manufacturing

management, quality, safety, project launch and development,

engineering and purchasing while driving continuous improvement.

Manage production processes to meet or exceed key performance

indicators and ensure systems are in place to reduce product

variation and meet customer needs. Develop, manage, and

accountable for plant budget and expenditures.

Guide and lead other members of management. Assist with the

development of strategies, policies, procedures, practices and

attainment of company goals. Assist in direction of capital

expenditures and asset deployment. Control human resource cost and

growth. Develop sound short and long range plans for the

organization. Lead in implementation of a Lean manufacturing

philosophy and act as direct contact for the organizations larger

customers.

Lead in driving the strategic growth of the company through

increased productivity, 5S implementation, employee recruiting,

training, development and enhancement and achieving and surpassing

company profitability goals.

Responsible for driving initiatives in the management team and

organizationally that contribute to long-term operational

excellence.

Quality Assurance Manager (1997 - 2002)

Achieved ISO 9002 Certification June 1998 and QS 9000 Registration

in July 1999.

Developed and authored the Production Engineering Quality Manual.

Responsibilities include the implementation, monitoring and

maintenance of company compliance to ISO and QS requirements

including registrar selection and relations.

Management of company quality department and personnel,

preparation of all required APQP/PPAP documentation on new part

launch, customer relations and compliance to all customer

requirements, monitoring of company quality systems and processes,

document and data control and gage procurement and measuring

system management.

Responsibilities also include scrap evaluation, analyses,

monitoring and reduction programs.

Represent Production Engineering as a guest speaker at ISO/QS

Seminars conducted by Professional Consultants Research

International, Inc.

1995 - 1997 Meyer Jewelers, Inc.

Battle Creek, Michigan

Manager

1990 - 1995 Shifrin Jewelers, Inc.

Lansing, Michigan

Regional Supervisor

1984 - 1995 Shifrin Jewelers, Inc.

Lansing, Michigan

Manager

1982 - 1984 Shifrin Jewelers, Inc.

Sterling Heights, Michigan

Assistant Manager

Professional memberships and activities

President Temple Beth Israel of Jackson Board of Trustees,

2000-2003

American Marketing Association

Michigan State University Alumni Association

Gemological Institute of America Association

Awards received

Shifrin Jewelers Manager of the Year, 1989

Detroit Economics Club Award for Excellence in Economics, 1978

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