David Mangano, M.B.A.

**** ********* ** * ************, NC 27284 u 336-***-**** u acs2ry@r.postjobfree.com

Profile

Respected leader, able to lead diverse cross functional teams in achieving aggressive cost reduction goals. Proven change agent for leading lean transformations in manufacturing and office environments. Identified as high potential candidate who has been fast tracked in development at every employer. Constantly strives to stay up to date with business and industry innovations through professional development.

David Mangano LinkedIn Profile

Core Competencies

~ Lean Manufacturing ~ Kaizen Facilitation ~ Operations Management ~ X-Matrix Strategy Planning ~

~ Project Management ~ Six Sigma ~ Standards Development ~ Business Practice Redesign ~ PIM ~

~ Setup Reduction ~ Performance Evaluation ~ Logistics & Packaging Support ~ Capacity Planning ~

~ Just-In-Time (JIT) ~ 5S+1 ~ Succession Planning ~ Kanban ~ S&OP ~ Facility Layout ~

~ TPM ~ Value Stream Mapping ~ Automotive Tier 1 Operations ~ CAPEX ~

Professional Experience

TE Connectivity; Greensboro, NC – A technology leader helping connect power, data and signal from automotive and aerospace to broadband communications, consumer, energy and industrial applications. Greensboro campus is an automotive facility encompassing 2 manufacturing sites running 24/7 with over 1,000 employees.

Plant Operations Manager 11/14 - Present

Value Stream Manager 9/12 – 11/14

Lean Practitioner 11/10 – 9/12

Selected Contributions:

Lead 4 Value Stream Managers responsible for 600+ employees over 2 manufacturing sites utilizing technologies of high speed stamping, injection molding, liquid silicone molding, Mechatronics, plating and automated assembly.

Perform all Site Manager (Plant Manager) duties when Site Manager is out of office.

Led Materials, Quality, TEOA (Lean Manufacturing Internal Consulting), and Maintenance teams across 2 sites supporting 5 Value Streams generating $330M in sales annually. Develop and Implement Material Replenishment and Flow (MR&F) Strategy to achieve 100% pull including eKanban implementation, water spider routes and heijunka boards.

Achieved OI improvement from 16% to 24% through strategy deployment process including identifying break through objectives, A3 project tracking and daily accountability process.

Drove Quality Transformation achieving 47% improvement on external PPM and $2M improvement in COPQ annually

Managed the largest value stream of the Greensboro campus. VS is composed of 112 discrete work centers, 223 direct reports including production employees, repair shops, engineering, maintenance, scheduling/materials and quality in a continuous operations schedule working 5 shifts 24/7. VS produces 670 million parts annually with an operations budget of $26M.

Co-leader of Greensboro Molding Blitz resulting in OEE improvements from 66% to 78% and Ship to Request from 68% to 94% in a 14 month period. Realized improvements of 23% increase in parts per hour with only a 1% increase in labor, contributing to a site level 8% productivity improvement.

Achieved 100% implementation of a lean pull system through kanbans, currently implementing material handler / water spider milk run routes with the goal of eliminating 25% WIP.

Managed a 50% reduction in product on quality hold and 23% reduction in scrap translating in over $2M in savings.

Led implementation of 8D, 5 Why, and PPSR analysis resulting in a reduction from 6500 PPM to 800 PPM in a two year period (TE PPM calculated based on line items shipped not actual pieces true external PPM is 3.2).

Led local lean transformation of tiered daily accountability process. Process includes monitoring of cascading KPIs from upper management to individual work centers and corresponding escalation of issues. Currently implementing elimination of formalize supervision structure replacing with self-directed teams solving 80% of the issues at the work center level.

Professional Experience, continued

Led kaizen events focused on Quick Change Over (QCO), kanban and pull systems, material and resource improvements and waste reductions.

Selected as 1 of 3 North American top performers to present completed successful projects to TE global automotive executive staff.

Selected as a non-plant manager to participate in TE Plant Manager Transformational Challenge, a 9 month executive training program. Identified in succession plan as next plant manager for Greensboro campus with potential to lead other TE facilities as openings occur.

Bowles Fluidics Corporation; Columbia, MD – World leader in fluid technology applications. Plastic injection molded products supplied to the Automotive Industry (Tier 1, 2, 3) as well as Irrigation and Bath Industries.

Improvements Manager and Corporate Industrial Engineer 1/10 – 10/10

Manufacturing Manager 1/08 – 1/10

Assembly Department Manager 3/05 – 1/08

Industrial Engineer 12/02 – 3/05

Selected Contributions:

Initiated reduction in corporate operation budget by $2.4 million annually, while maintaining a departmental budget of $3 million.

Managed 95% of production personnel including engineering in a continuous operations schedule.

Directed corporate Industrial Engineering and lean manufacturing projects at two manufacturing sites (Maryland and Mexico).

Assisted with launch of an international production plant in Mexico. Specific tasks included design of plant layout and process flow. Interview and selection plant personnel including plant manager, office staff, and maintenance.

Facilitated kaizen teams in implementation of pull system reducing inventory 48% and reduction of setup time in injection molding department by 33% resulting in a 2.6% increase in effective operating capacity.

Core Team Member for ERP implementation. Redesigned business processes, rebuilt database & information system structures, and analyzed cost structure with accounting. Implemented software program in operations, shipping, and engineering for both corporate locations.

Utilized six sigma methodologies (DMAIC) to redesign primary production line in automotive division. Realized a 110% increase in production throughput, a 37% decrease in standard cost that contributed to growth in product line, from 500K units annually to 5.25M units annually.

H.B. Maynard (Currently Accenture); Pittsburgh, PA – Industrial Engineering Consulting Firm specializing in lean manufacturing and creation of work standards utilizing MOST®

Associate Consultant 1/02 – 10/02

Intern Consultant 5/01 – 8/01

Selected Contributions:

Provided onsite leadership and guidance to customer populated teams in standards development, wage system analysis, and capacity planning.

Implemented successful projects for Symbol Technologies, Goodyear Tire and Rubber, Wyeth Pharmaceuticals, Mills Pride, and Edscha Mexico.

Education

Loyola University – Baltimore, MD MBA (Management Concentration), 2010

Virginia Tech – Blacksburg, VA Bachelor of Science Industrial and Systems Engineering, Minor Business 2001

Computer Skills

~ Microsoft Office ~ Visio ~ AutoCAD® ~ MindManager® ~ Microsoft AX Dynamics (ERP) ~ SharePoint ~ SAP ~

Professional Development

~ Institute of Industrial Engineer ~ Lean Manufacturing Course~ MOST® ~

~ Value Stream Mapping Course ~ Six Sigma Green Belt ~ OSHA 10 ~

~ Toyota Problem Solving Course ~ TE Leadership Way ~ TE Plant Manager Transformational Challenge ~

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