David M. Jolie

**** *. ****** **. * Greenacres, WA 99016 509-***-**** acuvzo@r.postjobfree.com

Linked In Profile

SUMMARY:

•Skilled, high performing leader that is able to establish a common vision, articulate direction, and build cohesive motivated teams, while effectively maximizing the performance of operations, sales engineering, product development, human resources, and supply chain.

•Skilled at collaborating with leadership teams on instilling a customer centric culture, fostering an environment of teamwork and excellence, and developing strategies in line with company goals and objectives.

•Ability to formulate & execute strategies that strengthen competitive position, establish global market leadership, drive out waste, cut costs, and improve productivity transitioning businesses utilizing Lean and Six Sigma methodologies.

•Accomplished change agent adept at turning around underperforming organizations into market leaders by driving down cost, improving quality and increasing customer satisfaction utilizing lean and six sigma methodologies.

•Strategically oriented professional with the skills and leadership to a align goals and objectives in order to capture global market share, strengthen shareholder value, and increase overall profitability

AREAS OF EXPERTISE:

•P&L Management

•Leadership and Talent Management

•Customer Centric

•Strategic Planning

•Contract Negotiation

•Operations

•Lean

•Six Sigma

•Global Sourcing

•Injection Molding

•Compression Molding

•Change Agent

•Casting

•Metal Fabrication

•Assembly

•CNC Machining

CERTIFICATION:

Six Sigma Green Belt, Villanova University

Lean Manufacturing, AME

Demand Flow Technology, JCIT

EXPERIENCE:

Sunshine Minting, Inc. Coeur d’Alene, ID 2014 - Present

Director of Global Operations

SMI is one of the world’s largest privately held mint. Products include silver, gold and platinum bullion, proof and numismatic pieces traded on the world market. Sunshine Minting is an approximately $50MM business with 450 employees globally.

Reporting to: CEO

Functional Responsibility: Operations, Quality, Supply Chain, Product Development, Facilities, Engineering

Reporting Structure: 400 production associates, 8 direct staff, 3 manufacturing facilities (Coeur d’Alene, Las Vegas, Shanghai)

•Manage and direct all aspects of manufacturing operations, warehouses, supply chain, engineering, production planning, ERP systems, and maintenance of all manufacturing across 3 manufacturing facilities.

•Leading the transformational change to implement Material Requirements Planning (MRP) and Customer Relationship Management (CRM) to ensure materials are available for production, improving customer satisfaction, and maintaining inventory controls.

•Improved Las Vegas throughput from 200,000 ounces per week to 800,000 per week by utilizing lean process flows, set up time reduction (SMED), and SPC to collect data and improve the process yields based on normal variation reduction.

•Improved Coeur d’Alene throughput from 1,000,000 ounces per week to 1,200,000 ounces per week

•Improved minted production ounces from 325,000 ounces per week to 450,000 ounces per week.

•Reorganized the business with clear lines of roles and responsibilities, established goals and objectives, and established behavioral expectations. Implemented Key Performance Indicators (KPI) to appropriate measure the business, target improvements and generate results.

•Established a lean and six sigma training program for managers, supervisors and leads and applied the skills learned to reduce set up and change over times from 32 minutes to 6 minutes.

•Wrote safety manual and began safety committees to insure OSHA Compliance.

•Ensure Engineering creates high-quality design documentation including drawings, specifications, and BOMs with appropriate ISO documentation to insure continued ISO900-2008 requirements.

Pyrotek, Inc. Spokane Valley, WA & Salisbury, NC 1999 - 2014

Operations Director & Division Manager – 2007 - 2014

Pyrotek, Inc. is a manufacturer of high temperature materials for the Aluminum, Steel, Hearth, Petro Chemical, Noise Control, and Glass Industries. Pryotek is approximately a $450MM organization with 8 business division, 34 facilities, and 3,500 employees globally.

Reporting to: Executive Vice President

Functional Responsibility: Operations, Sales, Quality, Supply Chain, Product Development, Human Resources, Facilities and Engineering

Reporting Structure: 140 production associates, 9 direct staff, 3 manufacturing facilities, 2 business divisions

•Multifaceted roll which includes the Global Divisional Responsibility of Hearth Products, US Division responsibility for Noise Control as well as the management of 4 manufacturing facilities which support eight unique lines of business.

•Improved delivery performance to promise from 61% to 98%.

•Reduced customer complaints from 18 per month to 4 per month.

•Developed the strategic plan, capital plan, and justification for the transfer of a business from Mexico to a new facility in the Northwest, increasing gross profit margin from 21% to 46% utilizing lean and six sigma practices.

•Managed top line growth of over 300% in the hearth products business, navigating it from a -18% PBMF loss prior to the global financial crisis to the current 11% PBMF profit.

•Transferred the Hearth business from one of the worst performing in the company to the clear market leader according to customer feedback, increasing market share from 18% to 42%

•Improved the Recycled Carbon-bake Refractory business from -19% GPM to the current 22% GPM, a low volume, engineered to order product line by setting up welding and fabrication production cells in parallel to the casting line leaning out production flow.

•Recovered sufficient square footage to add 2 additional manufacturing flow lines utilizing Lean Manufacturing and Six Sigma practices.

•Lead the quality improvement initiative to attain ISO 9000-2008 registration. Trained and developed a reporting management team member into the role of ISO Management Representative.

•Responsible for 4 Product Line transfers from facilities in India, Indiana, Ohio and Washington.

Operations Manager – 1999 - 2007

Pyrotek, NECO division is an industrial manufacturer of high temperature ceramic material used in the continuous casting of molten aluminum. Major processes include CNC machining, compression molding, heat-treating, material fabrication, vacuum forming and assembly.

Reporting to: Division Manager

Functional Responsibility: Operations, Quality, Supply Chain, Product Development, and Engineering, and Facilities

Reporting Structure: 60 production associates, 6 direct staff

•Transitioned factory to a Lean Manufacturing facility (TPS) from a traditional production philosophy, completely renovating and modernizing the facility and installing U-Shaped work cells. The factory transitioned from the worst performing in North America to the best performing factory.

•Supported top line growth from 2.6MM (direct) to 4.9MM (60% Interplant, 40% Direct) utilizing the same head count.

•Recovered sufficient square footage to transfer in 3 additional product lines utilizing Lean Manufacturing and Six Sigma concepts.

•Lead the quality improvement initiative to attain ISO 9000-2000 registration. Trained and developed a reporting management team member into the role of ISO Management Representative.

•Improved profit before management fees from -18% (‘00) to 9.6% (‘07).

•Improved delivery performance to promise from 18% to 99%.

•Improved WIP turns from 8 to 52.

•Developed the strategic plan, capital plan, and justification for the acquisition of a critical supplier.

•Responsible for the selection, justification, installation and qualification of new production equipment and processes.

•Additional Results: Implementation of the acquisition and transfer of 2 additional product lines, diversifying the plant product offering. Additionally, wrote local employee handbook, implemented PM program, implemented Calibration system, CNC machining capacity, Oven capacity, and North Carolina safety award.

John Deere Turf Care, Inc. Fuquay Varina, NC 1998-1999 Production Unit Leader

JDTC is a manufacturer of Golf and Turf vehicles and equipment. Major processes include assembly, welding, and powder coat painting. JDTC was a Greenfield start up.

Reporting to: General Manager

Functional Responsibility: Manufacturing, Quality, Engineering, and Facilities

Reporting Structure: 160 production associates, 6 direct staff

•Successful production implementation of the F735 Vehicle, F700, 2653A, and LWFM

•Intense production staff training in DFT, Kan Ban, Poke-Yoke and Team Skills.

•Managed all manufacturing activities including material, inventory, assembly, quality, and shipping of product to meet customer requirements.

•Developed a cross-functional training matrix to increase the skill sets of associates while providing opportunity for flex scheduling, cutting overtime 48%.

Jamesbury, Inc. Worcester, MA 1995-1998 Focused Factory Manager

Jamesbury is a manufacturer of industrial valves for the petrochemical, air separation, pulp and paper, commercial and nuclear industries. Major processes include machining, grinding, welding, assembly, and testing to customer specifications.

Reporting to: Vice President of Manufacturing

Functional Responsibility: Manufacturing, Engineering, and Facilities

Reporting Structure: 70 production associates, 4 direct staff

•Manage and direct manufacturing, material, inventory, assembly, shipping, and quality of product and processes to meet the requirements of the customer and/or production schedule.

•Developed and implemented controls and procedures for the achievement of a high quality and effective production flow through machining and assembly (customer next process controls, SPC, poke-yoke).

•Assisted in the development of strategic plan with operations and the business divisions in conjunction with The Boston Consulting Group.

•Increased on time delivery from 65% to 94% (8 week rolling average)

•Improved Profit before management fees from –4% to 7%.

Peachtree Fiber Optics Norcross, GA 1992-1995 Quality Engineer

Peachtree was an R&D firm, which was chartered to develop communication grade plastic fiber optics

Reporting to: Vice President of Manufacturing

Responsible for the production and development of the extrusion department including productivity, process improvements, and capital expenditures.

•Conducted process capability studies to benchmark process improvements bases on Cp and Cpk indices.

•Assist in the development and testing of Plastic Optical Fiber in conformance to TIA and EIA standards, management of lab technicians, and layout of new manufacturing facility.

EDUCATION:

Strayer University

Master’s in Business Administration and Finance

Worcester Polytechnic Institute

Bachelor’s degree in Industrial Engineering

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