David Field

**** ***** ******,

Hamilton, MI **419 Home:

269-***-**** Cell: 269-***-****

acaczt@r.postjobfree.com

Executive Summary

Results oriented leader searching for a senior level role in Manufacturing

Operations or Supply Chain management. Solid 17 years of extensive Plant

Manager, Multi-Plant Manager, and Supply Chain leadership experience.

Strong record of strategic planning, lean enterprise / manufacturing

deployment, high performance team development, and driving results in a

fast paced customer oriented environment.

Core Qualifications

. Passion for continuous improvement

. Strong analytical skills

. Excellent communication skills

. Superb problem solving skills

. Excellent strategic / tactical planning skills

. Extensive budgeting / forecasting experience

. Consistently exceeds strategic / team goals

. High performance team orientation

. Exceeding and delivering results

. Strong safety, quality, delivery, and cost focus

. Excellent lean manufacturing skills

. Extensive ERP knowledge

. Vast financial knowledge / skills

. Excellent understanding of supply chain metrics

. Strong focus on plan, do, check, act methodology

. Highly focused on total delivered costs to customer

Professional Experience

Leedo

Dec 2012 to Oct 2013

Leedo is an industry leading manufacturer of kitchen cabinets for the multi-

family housing market. Leedo is a privately held organization that is

headquartered out of Stafford, Texas and consists of two manufacturing

facilities near the Houston area. The company employs approximately 500

people and utilizes a strong management control system to manage processes,

train employees, and drive continuous improvement.

Director of Manufacturing

Dec 2012 to Oct 2013

. Responsible for SQDC results in the doors, frames, sanding, finishing,

and assembly departments.

. Managed 6 supervisors including four on first shift and two on second.

. Maintained an incident ratio below 1.0 and a severity ratio of 0.0.

. Maintained a first pass yield rate of +98% and heavily utilized the

management control system pareto data to identify deficiencies and

drive corrective action through the management control system.

. Maintained solid delivery rates to end user customers in the face of

numerous significant challenges (growth, equipment issues,

transportation challenges, and etc)

. Reduced cost by 6.1% from Jan, 2013 to Jun. 2013 and 16.5% from Jan.

2013 to Oct 2013.

. Managed the ramp-up of volume from 1,650 to 2,250 cabinets per day by

developing and executing a second shift operation start-up plan. This

culminated in record sales and profitability in June 2013.

. Managed the transition to a new stain / top coat supplier with

excellent quality and total cost results.

. Increased Top Coat line speed from 7.0 to 8.0 feet per minute (14.3%)

with annual cost savings of $137,000.

. Leveraged the management control system to identify operational

deficiencies in the third shift Finishing PM process and developed new

processes resulting in efficiency gains in excess of 10%.

Haworth Inc. Sep

1988 to Sep 2012

Haworth Inc, headquartered in Holland, MI, is a $1.3B privately held,

global manufacturer of office furniture for the contract office furniture

industry focusing strongly on design, innovation, and profitable market

share growth. The company has a presence in Europe and Asia with most of

its sales coming out of the North American sector.

Group Manager - North American Material Planning / Supply Chain Development

Nov 2009 to Aug 2012

. Responsible for raw material / production scheduling, supply chain

development, inventory control, and SAP business implementation (Over

20M SKU's and 600 suppliers)

. Proactively managed four Supply Chain Managers and 46 salaried

planners ($3.6M budget)

. Effectively implemented standard work throughout all planning

functions

. Achieved an on time supplier delivery record of 99.4% and minimized

early supplier deliveries

. Developed a plan for every part strategy utilizing lean material flow

calculations to achieve the optimum safety stock, minimums, and

multiples as part of the SAP Plant Readiness initiative

. Reduced North American inventory by 19% ($8M) with an additional 7%

($3M) planned for Q4 2012

. Co-Managed the development of SAP APO functionality to sequence

manufacturing to the truck departure date thereby reducing finished

goods inventory by 75% ($8M) and improving distribution productivity

levels ($1M)

. Managed a $16M SAP business implementation budget with a planned go

live date of Sept 2014

. Managed completion of SAP plant readiness activities in July 2012

(Documented BOM's, routings, process flow maps, and material planning

parameters)

. Managed the sourcing and training of 16 contract planners to replace

16 business members on the SAP project

. Co-managed the development and implementation of standard work for all

phases of the SAP project

Group Manager - North American Seating Manufacturing

Oct 2004 to Oct 2009

. Managed the manufacturing / distribution operations for four seating

manufacturing plants (800 members / $250M net sales)

. Efficiently manufactured 49 high quality seating product lines on

time, under budget, and at the lowest possible total delivered cost to

the customer

. Successfully managed four Plant Managers, an Engineering Manager, and

a Material Planning Manager

. Managed consolidation of operations within two plants by strategically

aligning resources, inventory, and staff which reduced the

manufacturing footprint by 50%, and reduced labor and overhead by $9M

. Managed a balanced SQDC (plus cultural / environmental metrics) and

consistently achieved desired results

. Lead / supported all phases of the product introduction process in

support of three major product launches

. Lead the implementation of lean strategies including 5S, TPM, cellular

manufacturing, standard work, leader standard work, kaizen activities,

value stream mapping events, and high performance teams.

. Improved profitability by 50% through market share growth, plant

consolidations, aggressive cost reductions, and structured lean

initiatives

. Consistently lead the organization in safety with incident and

severity ratios of less than one each year.

. Consistently achieved customer satisfaction levels of +99% and

internal schedule completion levels of +98%

. Improved productivity by 8% annually through the deployment of

empowered teams and lean initiatives

. Achieved ISO 9001 and 14001 certification in all plants and achieved

100% landfill free status in 2009

Plant Manager - Jonesboro Components

Sep 1997 to Sep 2004

. Managed the construction and ongoing operation of a 600,000 square

foot green field start-up ($300M Sales)

. Oversaw a team that manufactured panels, laminate work surfaces, and

systems components

. Directly responsible for manufacturing, distribution, maintenance,

planning, human resources, and accounting

. Developed and implemented an employee variable pay incentive system

which became a company standard

. Successfully ramped production to 400 members in the first year and

650 at the peak in 2001

. Met / exceeded annual objectives and corporate profitability

expectations including the following:

. Incident and Severity ratios below one for the last four years

. Reduced field problem reports and PPM levels by a minimum of 10%

annually

. External schedule completion levels of +99% which was a record

within the history of the plant

. Annual productivity improvements of 10% plus

. Lead the implementation of lean manufacturing tools / strategies

including 5S, cellular manufacturing, operator / leader standard work,

waste elimination, kaizen / value stream mapping events, and high

performance teams

. Achieved ISO 9001 and 14001 status in 1999 and maintained

certifications annually

. Successfully consolidated the Atlanta, Memphis, and Pennsylvania

distribution centers into the Jonesboro plant resulting in overhead

and transportation savings of $4M plus

. Closed plant in October 2004 as a result of unprecedented volume

declines in the office furniture industry

Plant Production Manager - Holland Wood Plant

May 1995 to Aug 1997

. Manufactured laminate work surfaces, components, and veneer case goods

. Direct responsibility for a 2nd shift Production Manager and six 1st

shift Supervisors (22 product lines / 450 members)

. Successfully exceeded annual objectives for corporate profitability

expectations

. Successfully lead the implementation of lean manufacturing tools /

strategies including 5S, cellular manufacturing, waste elimination,

kaizen activities, value stream mapping events, and high performance

teams

Associate Production Manager - Holland Wood Plant

Apr 1994 to Apr 1995

. Manufactured laminate work surfaces, components, and veneer case goods

. Responsible for all aspects of the 2nd and 3rd shift manufacturing

operation with responsibility for 7 Supervisors

. Successfully met or exceeded annual goals and objectives and corporate

profitability expectations

. Lead the implementation of lean manufacturing tools / strategies

including 5S, cellular manufacturing, waste elimination, kaizen

activities, value stream mapping events, and high performance teams

Sr. Plant Accountant - Holland Wood Plant

Mar 1992 to Mar 1994

. Supervised a Receptionist and one Accounting Clerk

. Primary responsibilities included the following:

. Scorecard reporting (safety, quality, schedule completion, and

costs)

. Month-end financial closing and reporting

. Fixed asset maintenance and reporting

. Financial analysis of larger capital and expense requests

. Product costing and annual budget preparation

. Actively supported the manufacturing operation in continuous

improvement opportunities

Plant Accountant - Holland Steel Plant

Jul 1990 to Feb 1992

. Primary responsibilities included the following:

. Scorecard reporting (safety, quality, schedule completion, and

costs)

. Month-end financial closing and reporting

. Fixed asset maintenance and reporting

. Financial analysis of larger capital and expense requests

. Product costing and annual budget preparation

. Actively supported the manufacturing operation in continuous

improvement opportunities

Cost Accountant - Corporate Finance

Sep 1988 to Jun 1990

. Responsible for the costing and financial analysis of the Seating

product line

. Audited costing for BOM's and worked with the Engineers / Plant

Accountants to correct variances

. Responsible for COGS variance analysis on the monthly financial

statements

. Responsible for analysis and financial justification of larger

expense and capital projects

United Technology Inc

Sep 1983 to Aug 1988

United Technology Inc, headquartered in Hartford, CT, is a diversified

company that provides a broad range of high technology products to the

aerospace, construction, and automotive industry.

Plant Controller - Plastics Injection Molding Plant

Apr 1986 to Aug 1988

. Supervised a small team of accounting staff members for internal

financial services

. Primary responsibilities included the following:

. Scorecard reporting (safety, quality, schedule completion, and

costs)

. Month-end closing, reporting, general ledger reconciliations,

and variance reporting

. Fixed asset maintenance and reporting

. Financial analysis of larger capital and expense requests

. Bill of material accuracy and product costing

. Annual budget preparation and presentations

Assistant Plant Controller - Aluminum Extrusion Plant

Sep 1983 to Mar 1986

. Primary responsibilities included the following:

. Scorecard reporting (safety, quality, schedule completion, and

costs)

. Month-end closing, reporting, general ledger reconciliations,

and variance reporting

. Fixed asset maintenance and reporting

. Financial analysis of larger capital and expense requests

. Bill of material accuracy and product costing

Education

Indiana University - Bloomington IN

May 1983

Bachelor of Accounting / Finance

Affiliations

. Certified in GM Value Analysis Training

. Served on the Jonesboro AR Chamber of Commerce Education Committee -

1999 to 2004

. President of the Jonesboro AR Chamber of Commerce Existing Industries

Association - 2000

. Member of the Jonesboro AR Chamber of Commerce Board of Directors -

2001 to 2002

. Board member of the Jonesboro AR IWTC managing a local educational

trust fund - 2002 to 2004

. Coached various youth basketball, football, and soccer leagues - 1999

to 2004

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