Organizational Leader

David S. Noland, Phd

**** ********* ***** ********, ** 45140 662-***-****

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

"He was practical as well as rigorous in achieving results past

expectations, every time."

"A truly effective leader who consistently delivers!" See more at

www.linkedin.com/in/drdavidnoland/

Profile

15+ years delivering results for high profile companies such as Ford,

International Truck, & Philips Electronics.

Demonstrated Core Competencies & Relevant Experience

Excellent Communicator Change Agent Process Improvement

Sourcing in Asia (China, Quality Culture (ISO/QS) Product Development

Korea, Japan) and R&D

Toyota Production System Coaching and Employee P & L

Development

Cost Attack Team Lean Design/Six Sigma Black Project Management

Facilitator Belt

Strategic Planning Supplier Quality Regulatory Compliance

Improvements

Professional Experience

Six Sigma & Business Process Improvement Consultant

06/2009 - Present

Clients include Hill-ROM, Victory Industrial Products, and BTS

Strayer University, Faculty/Campus Dean - Cincinnati and Mason, OH

04/2010 - Present

New Campus Start-Up: Recruited by leadership to start-up and lead new

satellite campus of a major nationally recognized educational provider.

Challenged to staff, train, establish culture, and design processes in

less than 3 months. Campus received the "New Campus of the Year" award in

2012 recognizing results including growth, customer service levels,

student success measures, and other key academic and operational metrics

achieved in first year of operations.

Capri/Omega (Philips) Lighting - Tupelo, MS

02/2007 - 06/2009

Director of Engineering & Product Management

Process Re-engineering: Lack of product development process led to poor

documentation, missed UL and ETL tests, and a loss of consumer confidence.

Tasked by CEO to evolve the culture and reduce risk. Created and led a

gate based product development process. Within 6 months, reduced design-to-

market 26%, met all testing deadlines, and streamlined transition to

manufacturing.

Product Management: Division developed excess product without regard to

post mature product obsolescence, eroding cash. Conceived and initiated

product portfolio management system, built and led the team to implement.

Within 4 weeks, reduced inventory 25% and eliminated mature products. This

system became the benchmark for several other divisions.

Engineering Restructure: Engineering was siloed and unproductive causing

late deliveries and missed product launches. Challenge was to restore

productivity. Re-organized entire department and replaced poor performers.

Within 6 months, reduced fixed costs 37% and increased throughput 25%,

creating a sustainable model capable of continued savings.

Technical Leadership: The introduction of LEDs changed the technical

framework of luminaires. Design team was inexperienced and apprehensive

with new technologies. Introduced LED sources and provided training and

technical leadership to engineering team. During the first product

introduction cycle, the team successfully launched 6 new products using LED

sources including the Omega LED Downlight which received an Honorable

Mention for IESNA Product of the Year.

Hendrickson Truck Suspensions, Lebanon, KY

2005 - 2007

Manufacturing Engineering Manager

Lean, Six Sigma, and Best Practices: Tasked with the turn around of a

division in chaos, costs spiraling out of control and poor manufacturing

practices. Created and championed a cost reduction program (CAT) and

implemented Lean manufacturing tactics. Within 90 days, generated the

first $1M annual savings. This innovation was then implemented across all

divisions.

Supply Chain: Expensive design model produced a low margin product.

Conceived and sourced a Chinese manufacturer and negotiated pricing and

terms, immediately reducing manufacturing costs 70%. Improved

functionality and increased margins 33% to 50%. This event led to a major

international supply chain initiative across multiple product categories.

Rotary Lift - Madison, Indiana

2003-2005

Engineering/Product Manager

Market Share Improvement: Company lost 5% market share to foreign

importer's aggressive pricing. Developed and led a comprehensive marketing

study, identified low margin features not valued by customer, and

redesigned product. Reduced costs 65%, while increasing margins 50%.

Increased corporate market share 8% within the first year.

International Truck & Engine Corporation

1998 - 2003

Engineering and Manufacturing Manager

Engineering Leadership: Funding delays caused the need to rescue a 9

month project in 6, without taking top engineers from other projects.

Engaged to deliver project on time despite obstacles. Created a strategy

with clear vision. Within weeks, momentum began to build. Delivered the

project on time and under budget with 2 of the engineers obtaining

promotions.

Product Introduction Manager

Six Sigma: Challenged to build and tool a manufacturing facility with

tools from a 30 year old plant. Built a team of black belt engineers and

implemented Six Sigma infrastructure to redesign poorest tools. Plant

launched within 1 year achieving 10% increase in productivity, and saving

$8M. The savings continued and Sr. Leadership made this launch a template

for other plants.

Senior Manufacturing Engineer

Lean: In a plant struggling with inefficient processes, line balancing,

inventory issues, and missed outputs, selected to lead a Kaizan team to

make improvements. Developed and tested alternatives using simulation

modeling. Within 90 days, achieved a 35% increase in throughput. This

achievement became a benchmark for other factory process improvements.

Ford Motor Company, Louisville, KY

1995 - 1998

Automation/Welding Engineer

Robotic Automation: Manufacturing systems were overly labor intensive and

costly. Tasked with the identification and implementation of solutions.

Led the design and implementation of the first ever laser-guided arc

welding robot system. Within 9 months, reduced labor costs 10% and

production costs 5%, a $1.8M annual savings. Ford used it for several

other plants.

EDUCATION

Capella University

PhD in Org. & Management, Specialization in Leadership, 2008

Indiana Wesleyan University

MBA, Business Administration, 2001

University of Louisville

Bachelor of Science Degree, Electrical Engineering, 1995

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