Supply Chain Customer Service
Resume:
A dr ian Davis
Waukesha, WI 53189
PROFESSIONAL OVERV IEW
Progressive Operations/Manufacturing Leader w ith demonstrated leadership in cost
reductions, improving quality and productivity while building talent and collaborative
teams. Experienced with Lean and process t ransformations, regulated quality operating
systems and business integrations.
Plant Operations Overview
• In t roduced 1st M anufacturing Strategic Plan and Created Metrics for Manufacturing
focused on: Safety, Quality, Customer Service, and Productivity/Cost.
• Maintained TRC and DART at or below 1 for entire tenure.
• Improved Delivery by 25 points in under a year. Forecasted to be at 90% or better for
a ll product categories by the end of 2013. Delivery was at 72% when role was
assumed.
• Maintained Quality Rating at or above 99%; reduced RMAs to less than .05% of
outgoing shipments.
• In t roduced labor budgeting for shop f loor and increased productivity by 35%,
maintained labor spending while increasing output by 25%.
• Reduced Manufactur ing Supplies and Overhead by 25%
• In t roduced Safety Commit tee and Employee Health and Safety Program.
• Created Safety Auditing and ABBI Audit program to improve safety on the Shop
F loor.
• Reorganized Shop Floor Control and Order Ent ry process to better align with
manufacturing needs.
• Lead reorganization of the Shop Floor, created new structure from failing “Focused
Factory” model.
• Created Leadership Training program with modules focused on; Crucial
Conversations, Interviewing, Legal Considerations, Safety (tools), Total Quality
M anagement and Value Stream Mapping.
• Lead company through audit to AS9100 Revision C certification.
Supply Chain Operations Overview
• Lead Supply Chain to improvements in Supplier Delivery and Quality.
• Created Supplier Scorecard program to address issues with supply base/partners on
a monthly basis.
• Created Supply Chain metrics: Attainment/Fulfillment, Inventory age, 30/60/90
M aterials Forecasting
• Created New Supplier Qualification criteria and upgraded supplier approval process
• Helped to recognize $500,000 in cost savings by analyzing BOMs on current products
and having them be resourced from other t ier suppliers.
• Restructured Supply Chain team to focus on Strategic, Tactical, and
f unctional/operational roles.
• Imbedded purchasing resource within R&D to save money in development and initial
l aunch.
• Improved quote time by leading project which established sourcing database with
f unctional interface.
• Organized Supplier Symposium to address concerns of Supply Chain partners, and
serve as a conduit for communication.
Manufacturing Process Flow - U sing VSM/Process Mapping and the Seven Att ributes of
a Lean System.
• Implemented One-Piece Flow in High M ix/Low Volume environment. C reated 12
f low lines by p roduct category type - reduced direct staff, increased throughput,
y ield, and reduced defects.
• Use value stream mapping to int roduce concepts such as: cycle counting, dock-to-
stock, JIT, electronic scanning and documentation.
• In t roduced and t rained teams in the basic of the lean tool belt: 5s, Poke-Yoke, JIT,
K anban, S MED, TPM
• Implemented and used these tools to reduce waste on the shop f loor.
• Pre-Production work f lows - standardization of entry/Er ror Proofing/WI-SW
• Supply Chain Organization - Establish processes and procedures for the
p rocurement of materials to management of vendors.
• Creation of "Wash Cell" LED line manufacturing 1500 different SKUs down same 12
work stations balanced 1PF
• Creation of f low cell to fabricate HondaJet main harness - reduced process t ime by
325%.
Business P rocess Flow - Using VSM/Process Mapping and att ributes of a Lean System.
• Structure and business f low for $75MM plant; restructured into lean "team" based
system at t he cell level.
• Establish structure, layout etc for $12MM metal forming plant in Winnipeg, CN.
• S&OP process for effective planning of commercial operations and manufactur ing
operations
• Creation of manufacturing metrics - Safety, Quality, CS, Pro/Cost to better manage
p roduction facility.
I ntegration and Consolidation of Two Separate Businesses.
• Supply Chain - Consolidate operations between 7 sites - 30% cost reduction with
t ransition (Material Costs); including international operations
PROFESSIONAL EXPER IENCE
D irector of Operations, E M TEQ Aerospace (acquired by B/E Aerospace in June 2014),
Jan 2014 – Jan 2015
Plant Manager /Operations Manager, E M TEQ Aerospace, August 2012-Jan 2014
Focused Factory Manager / Manufacturing Manager, E MTEQ Aerospace, October 2011-July
2012
Lean Facilitator, E M TEQ Aerospace, July 2011-October 2011
Day-to-Day accountability for the operations of a $75MM manufacturing facility in the
Aerospace Industry and shared accountability for second facility in Great Falls, Montana
w ith revenues approaching $10MM
Compounding Supervisor, K leen Test Products I nc., January 2010-July 2011
• Manage day-to-day manufacturing operations of a department in the chemical
i ndustry.
• Responsible for key metrics; safety, quality, customer service, and productivity.
• Managed between 5-10 people on 3 shifts.
Operations /Production Supervisor, J une 2009-January 2010
• Managed f loor operations in a converting and filling facility.
• Supervised a crew of 125 people on a single shift with a 1 to 4 perm to temp
employee make-up.
Operations /Production Supervisor, Post Foods I nc., June 2008-June 2009
• Manage f loor operations for this world class high speed manufacturer of food
p roducts. Between 35-45 Hourly Union employees. June 2008-June 2009
Special Agent, U nited States of America (Department of the Navy), September 2005-
May 2007
• Worked on behalf of the Department of Defense conducting public t rust and National
Security investigations. Served as a liaison between the US Navy and the DoD in
t he development of the NLETS system.
E DUCAT IONAL and EXPER IENCE
Wisconsin Lutheran College, B achelor of Arts with H ighest Honors, May 2004
FOR MAL LEAN TRA I N I NG
Kraft Foods - Cereal 101
M ilwaukee School of Engineering - Lean Lead Certification (120 hours through BEC).
Taught by Paul Lemond who was a VP at Dana Corp in the 1980s - Mr. Lemond learned
lean from the founder of Toyota Production System Taiichi Ohno.
University of Wisconsin-M ilwaukee, Train the Trainer Certification, May 2011
OTHER EXPER I ENCE
Assistant Football Coach, Wisconsin Lutheran College, August 2007 – March 2008; August
2010 – December 2010
US Navy Officer Candidate School, Pensacola, FL
OTHER AREAS OF EXPERT ISE
Lean Manufacturing: 5S, tool development, Hoshin Deployment, Lean Supply Chain, Lean
T raining/Fundamentals, Constraint mapping, PPP, equipment/layout f low, Office
P rocesses, Value Stream Mapping, Total Quality Management.
Group Dynamics, and building dynamic teams, Training and organizational development;
Metric and Manufacturing skills development and Deployment; Safety program
development
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