Driven, energetic operations leader

David Gloudemans

***** ****** *****, ****** (Indianapolis) IN 46032

***********@*****.***, 608-***-****

SUMMARY

Driven, energetic operations leader with progressive experience and accomplishments in operations, distribution, product development and engineering. Demonstrated success in performance based organizations.

Core competencies include:

Leadership

Strategic/Operational Planning

6 Sigma (Green Belt trained)

Lean Manufacturing

Project Management

Continuous Improvement

Organizational Development

Cost Reduction

New Product Development

TQM

CAREER EXPERIENCE

AXESS ULTRSOUND, Indianapolis IN 1/2015 – 8/2015

(BU OF MEDXCEL GROUP, PARENT COMPANY IS ACENSION HEALTH)

$5 million business unit, part of $600M group, that repairs and services ultrasound medical device equipment.

Director of Operations

Lead the complete end to end Supply Chain for the Axess business unit consisting of two sites, one in Indianapolis IN and the other in Tulsa OK. Developed and trained resources on Lean tools such as Kaizen, Value Stream Mapping, Red Tag and 5S.

Developed, trained, and implemented a KPI based system that resulted in a focused effort to improving operations. Used lean techniques in the Indianapolis plant to improved productivity 15% plant wide and the Tulsa plant improved 9% plant wide within 7 months

Lead the only site within the organization in developing and implementing a path to achieving ISO13485, the medical device ISO. A preliminary assessment was completed in June with a roadmap developed to achieve certification by end of year.

Developed and implemented a cycle count program. Also, developed the annual physical inventory process.

KRAFT FOODS, Fort Wayne, IN 9/2012 – 1/2015

$19B Manufacturer of Food Products

CI and Business Unit Manager Roles

Lead the Operational and Continuous Improvement functions guiding 250+ employees in a $200 million business. Driving improvements through Employee Development programs, Kaizen events, 5S, and Six Sigma. Developed 2 new Supervisors, had 3 resources certified as Black Belts and 12 certified as Green Belts in 2013/14.

Plant met productivity goal of $5.1 million savings in 2012 and exceeded 2013 goal of $4.8 million in 2013 by $300K.

Introduced 3 new products to operations driving top line growth by over 10% in a flat market.

Spent $5.4M retrofitting old manufacturing lines that resulted in significant improvement in uptime/OEE, 82% to 87% and 12 % increase in throughput. This was accomplished while utilizing a vertical startup process.

Completed Value Stream Maps for the Marshmallow and Marbit Products Business resulting in approximately $9M in opportunity for cost out. Lead effort to develop teams and sub groups to drive these savings.

AMAZON, Chattanooga, TN 9/2011 – 8/2012

$48B Online Retail Company

Senior Operations Manager

Managed the Outbound operation in a start up 1.2M sq. ft. large sortable building, guiding 600 employees (up to 1500 employees at peak). Member of the senior team, leading 4000+ at peak. Driven improvements through Kaizen events, PDCA cycles, 5S, and Gemba walks. Began implementation of standard work. Developed future leaders for Amazon, with 2 promoted this year.

Successfully launched Chattanooga site in September of 2011. This was the most successful launch of a new facility in Amazon history. Exceeded previous records for volume shipped in one day, and weekly (3.25M units), while providing an excellent customer experience.

Improved productivity in OB by 150% since startup, and on track for additional 10% improvement during fiscal 2012. Exceeding operating plan productivity by 1-10% monthly.

UNIROYAL ENGINEERED PRODUCTS, Stoughton, WI 5/2007 - 7/2011

$75M Manufacturer of Custom, Stock Coated & Printed Fabric/Vinyl Products

Vice President of Operations

Directed all operations and distribution for Uniroyal Engineered Products, Inc. This included all manufacturing and support functions. Led the operational expansion, almost tripling the business in the last 16 months. Reorganized operations with focus on executing plans in support of the business metrics. Significantly improved communication in plant. This included visual management/dashboard implementation in plant and distribution center, and “town hall” meetings. Developed an operational strategy and adapted it to reflect significantly changed markets dynamics. This resulted in a positive budget variance and cash flow. Plant achieved ISO 9001:2000 and was evaluating TS certification to gain automotive business.

Improved operating margin from 5% to 8%, excluding the effect of petroleum, and including wage inflation.

Reduced days of inventory by 50%.

Customer delivery improved from 50% to 98%.

Safety improvement in LTIR and RIR of 65%.

In-plant scrap rates cut by 60%+.

Claim as a percent of sales at .45% (world class).

Achieved in-stock goal of 98%+ for over 800 stock and custom items in distribution center.

ARMSTRONG WORLD INDUSTRIES, Lancaster, PA 2002 – 4/2007

$2.9B Global Manufacturer of Flooring & Ceiling Products

Business Team/Unit Manager (Plant Manager) (1.5 yr)

Lead up to 300 employees. Turned around an unprofitable site with poor safety performance and service levels. Served as key leader in promoting safety awareness, customer-based decision making, and employee development in the manufacturing facility. Developed a continuous improvement culture. Tools used include: 6 Sigma DMAIC process, Kaizen events, Value Stream/Process mapping, 5S, Visual Management, and BPM.

Exceeded cost reduction targets for the first time in 5 years, all within 12 months.

Drove various initiatives that improved safety performance by 65%.

Eliminated stock out issues by improving schedule adherence and delivery performance from 65% to 99.5%.

Sheet flooring plant achieved ISO recertification.

Mfg Technical Support Manager for all Engineered Wood Plants (1 yr)

Assisted the VP of Operations in the development of a strategic plan, and implemented this plan in response to the rapid growth of the business. Evaluated domestic plant capacity options, and potential domestic and Asian acquisitions. Assessed joint venture options in China with team.

Developed and implemented a $28 million capital plan for the hardwood group.

Increased domestic capacity by 15%.

New Product Development Manager for North America (3 yrs)

Managed up to 45 employees. Developed a process discipline to the group, resulting in a constant timely flow of new products. Built a new product development process, mandated use of project management tools to measure progress and ensure success, and developed accountability throughout the organization for results.

Resulted in achieving 14 of 16 projects on time, as well as meeting market expectations. Only 4 had been completed on time the previous year.

Developed a 5 stage tollgate process.

TEXTRON CORPORATION, Lincoln, NE 2000 – 2002

$11B Leader in the design and manufacture of lawn and turf care equipment, industrial equipment, and vehicles

Director of Operations

Directed all of manufacturing, shipping/receiving, warehouse, quality, facilities and maintenance, purchasing, planning and scheduling, and process/manufacturing engineering functions. Managed up to 600 employees, with an expense budget of $22M and overall expenses of $110M. Led continuous improvement activities; championed 6 Sigma process, Kaizen events, visual management system deployment, cellular manufacturing, and strategic planning. Focused lean principles on scrap reduction (yield) and improving productivity. Developed a Supplier Certification Program within the purchasing group.

Improved productivity plant-wide by 15%.

Reduced FG and WIP by $5.1M by implementing flow methodologies, scheduling process modifications, migrating to a point of use system, and continuous improvement activities.

Achieved net operating profit levels in 2000, 2001 and was on goal in 2002.

PREVIOUS EXPERIENCE

Started career at Consolidated Papers as an IE in a corporate role (3 yrs), then joined Johnson Controls as an IE (1 yr). I was employed at W.H. Brady in various production and engineering roles (9 yrs). Was Director of Operation for Magnetek ( 2.5 yrs)

EDUCATION

BS Manufacturing Engineering Technology, Milwaukee School Of Engineering, Milwaukee, WI, 1984

Associate in Applied Science, Industrial Engineering Technology, Milwaukee School Of Engineering, Milwaukee, WI, 1982

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