Versatile Plant Manager

DAVID P. BEELS

***** ********** ****, *********, **, 29720

( Cell 843-***-**** ( Email: *****.*****@*****.*** (

http://www.linkedin.com/in/davidbeels

PROFILE

Versatile General Manager with a unique background in automotive and

industrial products serving global customers in the heavy truck, passenger

car, automotive contract machining, machine tools, coating, and automation

industries. Recognized operations professional known for turning around

dysfunctional teams, rationalizing product lines, cutting costs, reducing

inventory investments, and building high-performance manufacturing

operations in complex environments by cross-functional training, team

building and careful planning. Excellent communications and problem

solving skills. Strategic account manager successful in building solid

customer relationships. International experience. Selected areas of

expertise include:

* Project Management

* Cost Reduction

* Strategic Planning

* Lean / Six Sigma /Kaizen / 5S / VSM

* Budgeting / Capital Planning

* Quality Control

* Strategic Account Management

* Supply Chain Management

* Sales Management

* Service Management

PROFESSIONAL EXPERIENCE

GNB Motive Power, Charlotte, NC

2013 - 2014

Industrial battery company (division of Exide Technology) headquarter in

Milton GA with sales of $2B

Branch Manager - Carolinas

Reported to Regional Sales Manager. Responsible for sales and service to

support the material handling industry in North and South Carolina with

dealers such as Raymond, Toyota, Yale and Hyster and National Accounts such

as Wal-Mart, Target, Tyson, and PPG. Direct Reports include service

supervisor, remote technicians, sales representatives and service

coordinator. $4M projected annual sales.

. Reorganized the service department to increased overall profitability

(X4) by establishing and tracking goals, improving communications,

administrating performance improvement plans, implemented cost

control, creating accountability and improved customer service

perception.

. Reorganized the sales department into geographical territories and

successfully acquired several lost customers through renewed focus and

increased face to face time. Doubled quote pipeline.

. Implemented monthly cycle count and improve inventory accuracy to 98%.

. Implemented 4DX methodology to increase sales by tracking leading

indicators.

. Wrote 5S training module for service technicians nationwide

TWL Precision, Ladson, SC

2011 - 2012

Contract automotive manufacturing company headquartered in Huddersfield UK

with sales of $130M.

Operations Manager

Reported to General Manager. Responsible for all operational activities of

70 associates to support contract machining for automotive customers such

as Cummins, Borg Warner, and Wabco. Direct reports--production supervision,

scheduling, maintenance, continuous improvement and materials functions.

$40M projected sales.

. Implemented 4 shift rotation to satisfy sudden increase of 30% in

customer demand. Researched shift rotation options, presented

recommendation to management and employees, recruited and trained

additional employees to staff fourth shift. Results were customer demand

was satisfied and additional business won.

. Implemented visual factory to address productivity and quality issues.

Key process indicators of productivity, quality and machine down time

were tracked with employee initiated action plans to resolve deficiencies

at each manufacturing cell. Results were improved productivity and

quality with better employee involvement.

David P. Beels

Page 2

ITT Controls Technology, Ladson SC

2008 - 2011

Diversified global industrial and defense manufacturer headquartered in

White Plains, NY with sales of $11B.

Plant Manager / Operations Director - Controls Technology

Reported to the division Vice President of Operations. Multiple site P&L

responsibility managing strategic functions supporting industrial

regulators (Conoflow), plasma cutting equipment (Kaliburn), Pneumatic

Cylinders (CAP), CNC controls (Burny), and industrial process controls

(CMC). $30M 2011 annual sales.

. Improved inventory turns by over 30% at 2 sites by creating a "Plan for

Every Part". Developed the Supply chain for A items to deliver weekly or

by Kanban. Hardware items were expensed and replaced with Vender Managed

Inventory. Work in process was reduced from 24 days to a 3 day average

by implementing Kanbans between shipping supermarkets and manufacturing

cell.

. Improved productivity at ITT Ladson by 25%. Kaizens were held on all

production lines within first 12 months. For example; led a team that

changed the consumable department layout into product line cells by using

tools such as machine technology matrix, product process flow diagrams

and value stream maps. New technology was implemented that allowed each

cell to be autonomous. Results were a reduction in headcount from 28 to

22 and an increase in output per day from 2,400 to 3,200 units in just

the machining area alone.

. Managed the construction of a new 40,000 SF facility in Ladson SC for the

shape cutting business. Decision maker for all aspects from

infrastructure, layout, and amenities. Implemented many green design

features though out facility. Improved employee satisfaction and

effectiveness with open office concept for improved communication and

amenities such as dedicated training rooms, high end break room, and

outdoor picnic park.

. Improved on time delivery to customer request from 40% to 97% in a book

to ship same day business model by creating a Pareto chart that

identified key issues that caused missed deliveries. Actions plans were

implemented over a 3 month period that addressed the top 3 causes that

affected a majority of the issues. The plans addressed additional

customer service training, validation of substitute materials, and

implementation of a finished goods super market. On time delivery of 97%

was reached but also $250,000 annually of material savings was realized

as a bonus.

. Financially turned around St George (Conoflow) in first year from losing

6% in 2007 to record profits of 16% in 2008. Established visual factory

with daily all hand stand up meetings to review progress on key process

indicators. Led a Value Engineering / Value Analysis program that

reduced the cost of the alternate fuel NGV regulator from $198 to $113

each. The activities included redesign / standardization of several

components, market testing purchased components / services, and implement

manufacturing cells using lean tools that reduced labor by 50%. Promoted

to Director of Operations over 3 sites as a result in 2009.

OERLIKON BALZERS COATING INC., Rock Hill SC

2004 - 2008

Global diversified high tech company headquartered in Pfaffikon Switzerland

with sales of $2.0B

Plant Manager / Director Business Development - High Volume Automotive

Components

Reported to US President. Managed all strategic functions of the US

automotive components division including P&L, marketing, sales,

applications, and production. Primary products were PVD thin film / wear

resistant coatings for engine components. Annual sales of $5M and 35

employees. Customers: Siemens, Bosch, and Cummins

. Increased sales (2005-2008) by 20% annually with increased contribution

through tough negotiations. Added value and pricing by implementing JIT

shipments with 48 hour turn around with two largest customers. Won new

business with International Truck to fix quality concern and replaced

Cummins internal coating operation with a new, more durable coating.

. Added 50 new projects to sales pipeline in 2007 with potential of $20-30M

sales. Aggressively marketed coatings at 2-3 trade shows per year,

advertised in trade magazines, and increased internet exposure. Held

lunch and learn for engineers. Focused on engine components, fuel

systems, and prototype development for new technology biased to fuel

efficiencies and emissions.

David P. Beels

Page 3

ZF- LEMFORDER CORPORATION, Lancaster, SC

1997 - 2004

Global automotive supplier headquartered in Friedrichshafen Germany with

sales of $6.0B

Product Manager (Focus Factory Manager) / Operations Manager - Heavy Truck

Division

Reported to General Manager. Directed the strategic and day-to-day

activities for steering components product line including production,

quality, delivery, and continuous improvement. Primary products were

steering and suspension components with annual sales of $50M and 110

employees. Customers: Dana, Arvin Meritor, Hendrickson, and Stewart

Stevenson.

Managed the construction project to build a new $2.1M World Class facility.

Negotiated incentive package with the State of SC and Lancaster Economic

Development for 20 acres of land, site prep, tax abatement, and employee

training with local technical college. Selected construction company and

negotiated contract. Managed the construction phase and made final

decisions on any deviations to contract. Negotiated the functional needs

into the final design while controlling project cost.

Led all lean activities which included planning events, training

associates, and holding workshops. Events included Value stream mapping,

SMED, and Kaizen Burst. Introduced lean to other ZF companies by holding

international workshop. Results were improved productivity and

profitability over fifteen events.

EDUCATION

Master's of Business Administration

WINTHROP UNIVERSITY, Rock Hill, SC

Bachelor of Science Degree in Management Engineering

GROVE CITY COLLEGE, Grove City, PA

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