Operational Excellence Professional

Daniel I. Hwang

**** *** *******, *********, ** *2835 • 310-***-**** • *****.*****@*****.***

Operations Excellence Professional

Professional Experience

Hexagon AB, A&P Division – Antcom Corporation – Torrance, California 2021 – Present Senior Manager, Operations (2022 - Present)

o Functional department accountability: Manufacturing, Supply Chain, Warehouse, Shipping, Quality Control, and Facilities. o Responsible for forecasting and managing site P&L. o Created a production capacity projection model.

o Sustained on-time delivery of 98% to customers for two consecutive years 2022 - 2023. o Achieved average material cost savings of >$500k during years 2022 - 2023. o Re-established excellent partnering relationships with key legacy vendors. o Established and sustained standard work of key process indicators for all functional managers. o Initiated and collaborated with Design Engineering to create a more effective NPI process. o Redefined how to manage safety stock of raw materials and finished goods. o Sponsored the implementation of a functional test automation system within production. o Expanded the Operations facility footprint into a new building to improve material and process flow. Operations Manager (2021 - 2022)

o Functional department accountability: Manufacturing, Supply Chain, and Warehouse. o Managed business operations to fulfill yearly revenues up to $22M, overseeing all aspects of margin costs. o Facilitated a new lean culture with the partnership of parent company in Calgary, Canada. o Provided coaching and training on Yellow and Green belt curricula for all Operations employees. o Implemented Policy Deployment and standardized operations, communication, and escalation structure. o Hired, trained, and built key roles such as Supply Chain Manager, Buyer, and Manufacturing Engineer. o Increased on-time delivery to customers from 82% to 97% in less than one year. o Increased FPY from 89% to 98% by implementing line stops and relentless RCCA. o Increased supplier OTD from 71% to 99% by hiring the right people within Supply Chain, performing systematic RCCA on shortages and working with Sales on forecast and implementing safety stock methodologies. Gilead Sciences – Kite Pharma – Santa Monica, California 2020 – 2021 Operational Excellence Manager

o Facilitated improvement of business metrics and KPI’s for key functional managers. o Provided coaching to organization leadership on PDCA and DMAIC projects that contributed to cost savings and avoidance totaling >$1.2 Million.

o Developed multi-site Lean curricula and training programs from inception to execution. o Designed and executed virtual training material that simulated various manufacturing environments. o Provided training on lean tools and principles to functional managers. o Managed OE standardization for 13 OE Leads from various sites (US and UK). Doncasters – Certified Alloy Products – Long Beach, California 2015 – 2020 Continuous Improvement and Engineering Manager

o Implemented Hoshin Planning / Policy Deployment and Tiered Management to optimize business processes and performance metrics. Improved communication of goals and issues up and down the chain of command. o Appointed owner and leader of site-wide UTC Supplier Gold program. Worked closely with P&W’s Supplier Development Leaders to close gaps. Facilitated Kaizen events and initiatives with multiple teams to achieve zero escapes, 100% OTD,

>80% Supplier Health Assessment, and >6 customer satisfaction. The site was awarded Gold in 2018 under CI leadership. o Hired, built, and trained a new engineering department to improve manufacturing processes to achieve over $8.6 million of revenue yield loss avoidance in 2018. RRCA, SPC, and Design of Experiments were heavily used. o Implemented an MRB system to perform heavy and accurate data collection and analysis on scrap. o Built a Quality Clinic process and led the team to reduce scrapped heats by over 60% from 2018 to 2019. o Identified and re-designed various processing tools to increase product yield. Pro-Cast FCD simulations were used to determine optimum flow and solidification behaviors of casting products. Collaborated with resources in the UK. o Facilitated in increasing production velocity by 47% using 80-30 part-quantity analysis, value stream mapping, and implementation of supermarkets.

o Led monthly large and small scale Kaizen events to remove Muda waste and to employ lean manufacturing and logistics guiding principles throughout the shop floor including a sustainable 6S/5S program. o Led three major Kaizen events involving teams of 30 – 40 employees to overhaul and increase uptime for the plant’s three main furnaces. A full TPM system was re-built with the consultation of the OEM engineers. o Initiated and implemented a site-wide Green and Black Belt training program in order to educate employees on lean manufacturing based on ASQ and UTC curriculum.

o Facilitated in creating and implementing a sustainable dashboard system for daily management line walks Transdigm – Kirkhill – Brea, California 2014 – 2015 Senior Continuous Improvement Engineer

o Facilitator for multiple site’s Enterprise Excellence Assessment, deploying Goodrich and Porsche Consulting principles. o Visual Controls Initiative Target owner of site Policy Deployment for launching and implementing standards.

• Initiated and sustained a site-wide culture to use standard Driver Measure Boards for all production and office areas. o 5S Initiative Target owner of site Policy Deployment for launching and implementing standards.

• Led 12 simultaneous Director-level teams to execute a site -wide (365,000 sq-ft) Kaizen event to launch the first “S” as a launch pad for the 5S program.

Daniel Hwang – Page 1 of 3

Rev20.0

o Led a high-profile Kaizen event to transform a high-mix compression molding seal product lines into a one-piece-flow cell. Increased production output by 214% for the Airbus A350 product line. o Coached and trained Department Managers and Supervisors to use lean manufacturing Guiding Principles. o Set up a C.I. resource center to promote tactical improvement of production cells and right-sized equipment. Meggitt – Polymers and Composites – San Diego, California 2009 – 2014 Continuous Improvement Leader

o Enterprise Continuous Improvement and Business Analysis:

• Co-managed Policy Deployment; a high-level initiative for a continuous improvement culture, inter-departmental alignment, and industry best-practice execution and standardization.

• Spear-headed a new digital technology platform and collaborated with LeanDNA to improve project management that resulted in over $400,000 in cost savings in 2013. The system also improved X-Matrix metrics tracking.

• Owned and managed the site’s UTC Supplier Gold program; a company-wide lean initiative to achieve one of the highest supplier award and performance rating in the aerospace industry. o Lean Manufacturing and Quality:

• Improved operational efficiency by implementing Toyota Production System (TPS) methodologies - 5S, Value Stream Mapping, Pacing Clocks, Kaizen events, Kanban, and Poka-Yoke mistake-proofing were heavily employed.

• Created workstation and equipment floor plans for new product introduction (NPI).

• Reduced DPPM by introducing and providing coaching on PFMEA, SPC, QCPC, Process Certification, and Control Plans. Designed and built a Quality Clinic and non-conformance process that improved NCR flow by over 55%.

• Created and performed Process Verification Auditing process to ensure adherence to work instructions. o Coaching: Provided training for Managers, Engineers, Supervisors, and Technicians on problem-solving tools such as DMAIC, PDCA, Ishikawa diagrams, and Five-Why’s.

o Total Productive Maintenance: Implemented Visual Management on critical equipment. Created a process infrastructure for setting up a preventive maintenance and spares management system to improve Overall Equipment Effectiveness (OEE). Implemented Manager Plus software system and processes. o Market Feedback Analysis: Improved customer satisfaction by forming a Council of Directors to address and execute plans of action based on customer feedback.

o Programs and Facilities Transition:

• Facilitated the transition of multiple programs to a secondary manufacturing plant.

• Designed program work-flow and material-flow for the new facility.

• Provided training and coaching for entire staff on adopting parent lean systems. JOH America – San Diego, California 2008 – 2018

Business Operator and General Manager

o Negotiated contracts and contract renewals for franchise agreements and lease agreements. o Maintained corporate, state, and county compliance on all operational requirements. o Executed and coordinated the sale and turn-key readiness of business sale. o Managed business P&L responsibilities in all aspects:

• Operations: Developed, composed, and implemented rules and guidelines for all daily operational tasks for optimal business performance. Maintained Corporate, County, and State Department codes and regulations.

• PR and Marketing: Performed quantitative research and conducted marketing strategies to target specific communities and demographics. Coordinated with various organizations and other businesses to promote the growing brand.

• Human Resources: Hired, trained, and managed hourly employees. Conducted performance reviews. Enforced corrective actions and provided team-building programs for improved employee performance and cohesiveness.

• Continuous Improvement: Instituted changes to reduce overhead cost, to increase operations efficiency, and to improve customer satisfaction.

o Built and setup a rapidly growing franchise business:

• Hired and worked closely with general contractor and subs to adhere to a rigorous schedule.

• Down-selected and procured critical equipment and services.

• Made crucial design changes with building architects and engineers.

• Tenant Improvement and Engineering: Solved and corrected numerous faulty construction oversights. General Atomics – RMS – San Diego, California 2006 – 2008 Project Manager in Training

o Managed projects in the fabrication of RMS systems and maintained accountability to see them through from time of sales order to shipment of products. Project contracts valued up to $750,000.

• Proposal Preparation: Composed and presented proposals to obtain approval from executive management. Successfully delivered proposal to prospective customers for winning contracts.

• Planning: Initiated kick-off meetings to assemble teams, formed a schedule of life cycle phases and assigned responsibilities. Participated in drawing reviews to ensure the quality and manufacturability of all assemblies, components, and the assembly of the final product.

• Parts Management: Coordinated with Supply Chain to ensure that parts were bought and delivered on a timely basis. Closely monitored parts received to ensure expedition of inspection and prompt delivery to work order.

• Fabrication: Held weekly meetings to gather status reports from Planners and Team Leads. Identified issues and coordinated action items.

• Client-Interaction: Maintained correspondence with clients to coordinate engineering change orders. Arranged and hosted client witness-testing.

• Shipping and Follow-through: Successfully delivered product in a timely manner and provided clients with necessary documents, legal and technical.

• Manufacturing Engineering: Worked with VP Logistics to improve BOMs, travelers, and work-orders. Daniel Hwang – Page 2 of 3

GKN Aerospace – Transparency Systems – Garden Grove, California 2005 Manufacturing Engineer, Intern

o Developed improved manufacturing methods for cast-molded, high-impact resin polymers. o Conducted time studies and established standard work operations in a Lean and Kaizen manufacturing discipline. o Implemented new work instructions and procedures, increasing production by an excess of 120%. o Improved product fabrication by analyzing work processes and eliminated defects by 60%. Education

University of California, San Diego 2003 – 2006

Mechanical Engineering

Knowledge, Skills, and Abilities

o Lean Six Sigma Black Belt

o Working knowledge of AS9100, ISO9001, NADCAP

o Engineering design software: AutoCAD, Solidworks o Proficient in office applications: Project, Excel, Visio, Teams, Smartsheet Affiliations

o Mentored under Monty Hilburn PhD, Pratt & Whitney, Supplier Development Leader 2017 – 2018 o Member of Supplier Excellence Alliance 2011 – 2014 o Mentored under Brian Heymans, CEO, Continuous Systems Improvement 2009 – 2014 o Mentored under Richard Doyle, Past President of IEEE Reliability Society 2006 – 2008 o Alumnus, Alpha Kappa Psi (Professional Business Fraternity) 2003 – Present Daniel Hwang – Page 3 of 3

Revision Page

Revision Date Description

17 5/3/19 Typos

17.1 9/25/19 Minor updates, address change, black belt 17.1 12/4/19 Added line item in Doncasters. Merged role in JOH to reduce lines 17.1 1/10/20 Minor format changes

17.2 3/18/20 Minor verbiage changes

18.0 8/17/20 Added Kite Pharma. Removed Engineer role in General Atomics. Minor content consolidation to reduce number of lines 18.1 - Added months

18.2 2/1/21 Added contents to Kite. Minor optimization edits. 19.0 4/26/22 Added Antcom

20.0 1/23/24 Added Antcom - Senior Manager promotion

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