Donald Taylor

Operational Excellence Leader - FL, PA, NC

Orlando, FL 32825

aczkgv@r.postjobfree.com - 843-***-****

WORK EXPERIENCE

Operational Excellence Leader

FL, PA, NC - Orlando, FL - 2012 to Present

JBT AeroTech is a world leader in the supply of airport equipment and services, The Orlando facility is 300K sq. ft. Responsibility for producing (GSE) Ground Support Equipment for the Airline Industry. Recruited to lead and support 350 employees through a Lean Transformation building and delivering high quality Tractors, Loaders, Deicers, and Expediters for Airports Worldwide. Extreme focus on Operational Excellence in Safety, Quality, Delivery, Cost, Relentless Continuous Improvement, One Piece Flow/Velocity, Respect for People and Leadership. (Achieved Contract Goals)

The Reading Group LLC., Reading, PA: In preparation and support of increased sales and revenue projections, I was recruited to provide transformational leadership and stabilization of 5 facilities across the U.S. Reading Truck Body, LLC is a $200 million leading manufacturer of vocational work truck bodies, truck equipment, commercial trucks, and service vans with 600 plus non-union employees in facilities ranging from 75K-600K square ft. (Achieved Contract Goals)

Pacific Coast Feather, Henderson, NC: Recruited to lead the successful turnaround and stabilization of a $400 million business in a 650k sq. ft. facility (multi facility +3) for an international bedding company with 550+ non-union employees, four local warehouses and three manufacturing facilities nationwide - a 9-month turnaround that eliminated a $800k monthly labor variance loss. (Achieved Contract Goals) Recruited to develop and provide "Hands on" transformational leadership and stabilization of 10 Facilities across the U.S. in preparation and support of increased sales and revenue projections. Developed and launched Lean Initiatives and created a 5's mindset at all levels of the organization. Championed recruitment and talent acquisition and aligned organizations with company vision and mission utilizing Hoshin Kanri methodologies. Companies ranged from $100M-$500M revenue with 250-600 employees with facilities ranging from 250-600K sq. ft. with multi-facility and location responsibility. Products included: Motorcycles, Fire Trucks, Truck Bodies, Textiles and Airport Ground equipment.

• Developed and installed an enterprise-wide Hoshin Kanri (strategy deployment) methodology and KPI's measuring safety, quality, delivery, cost, and people/talent development by deploying Team Improvement Boards (TIB), Value Stream Boards, and Site Boards in compliance with company objectives. Patented leadership model focusing on team building, problem solving, and change adaptation.

• Created product flow lines supported by Day X Hour tracking that improved build process that netted 50% improvement FPY and throughput while reducing hour per unit by 5% and OT by 10% calendar year 2016.

• Reduced DPU (Defects per Unit) by 40-60% each product line (Tractor, Loader, Deicer) to support improved flow and OTD.

• Improved inventory accuracy from 81% to 95% while reducing overall inventory by $3 million calendar year 2016

• Reduced OSHA recordable injuries by 70% through the 4th quarter of 2012. Incident and DART Rates tracking at 2.5% transitioning into fiscal year 2015.

• Slashed variable spending accounts by 20% in the 3rd quarter of 2013, 30% reduction fiscal year 2014.

• Led (VSM) Value Stream Mapping Initiative/Kaizen to reduce Indirect Labor by 30% in the Inventory Control area while improving productivity levels above 100%.

• Developed and installed a Quality Management System (QMS) to support customer expectations (Social/ Factory Audits) and improved FPY performances by 60% calendar year 2014.

• Reduced overfilling conditions from the JM equipment resulting in a $1.1 million savings (1 customer)

• De-layered organization and installed Value Stream structure resulting in a $1.8 million Manufacturing OH reduction fiscal year 2013.

• Reduced Labor Variance performance from -$26,000 daily to a zero variance performance in fiscal year 2013 by implementing process improvement through Lean Sigma methodologies.

• Lead an inventory reduction project responsible for eliminating >$20 million dollars of FG and obsolete inventories, and the elimination of an off-site storage location = (>$650k annually of labor, equipment, transportation, and storage cost.)

Plant Manager

Syncreon - York, PA - 2011 to 2012

Recruited to stabilize multi facility total of 450K sq. ft. with 430 non-union and union associates and $100M in operating costs. Innovate manufacturing processes, and lead a Lean Transformation during a multiple commodity launch. The business supports sequencing, RCM, MVC, and Manufacturing to support Harley Davidson. Cultivate company-wide Hoshin Kanri (Strategy Development) process measuring safety, quality, cost, delivery, and employee morale by deploying Team Improvement Boards (TIB), Value Stream Boards, and Site Boards in compliance with company objectives. Patented Leadership model focusing on team building, problem solving, and change adaptation.

• Reduced OSHA recordable injuries by 25% in the 2nd quarter 2011 while hiring 100 new associates. 50% Reduction OSHA recordables YTD 2011.

• Slashed variable spending accounts 10% in the 2nd quarter 2011 during launch, 30% reduction YTD 2011.

• Led (VSM) Value Stream Mapping Initiative to identify top commodities achieving a 50% productivity improvement.

• Achieved impressive results YTD from Hoshin Kanri implementation including: 50% improvement in PPM's YTD 2011 and 50% reduction in scrap cost YTD 2011.

• Launched 100 Sub - assembly commodities for Harley-Davidson without plant interruptions and under budget performance.

Plant Manager Strategy Development Division of ESG Environmental Solutions Group (ESG) - Chattanooga, TN - 2008 to 2011 Recruited to stabilize 150K sq. ft. plant with 100 non-union associates and $50M in operating costs. Innovate manufacturing processes, and lead Lean Transformation during company restructuring. Cultivate company- wide Hoshin Kanri (Strategy Development) process measuring safety, quality, cost, delivery, and employee morale by deploying Team Improvement Boards (TIB), Value Stream Boards, and Site Boards in compliance with company objectives. Mastermind leadership model focusing on team building, problem solving, and change adaptation.

• Headed DUPONT STOP program reducing OSHA recordable injuries 75% in year one.

• Improved total gross margin 34% and parts gross margin 40% in two years.

• Slashed variable spending accounts 10% year-over-year.

• Opened new business resources including 20% building space, three acres of land, and 50% reduction in finished goods inventory.

• Led 26 Kaizen initiatives (Team Action Sheets - TAS) to improve labor absorption efficiencies from 69% to 92% in two years by receiving 1700 submissions with 90% closure rate and 100% associate involvement.

• Achieved impressive results YTD from Hoshin Kanri implementation including: 50% improvement in warranty

(<1% of sales), 45% reduction in defects per million (DPM), 100% on-time-delivery (OTD), 100% improvement in productivity with 30% fewer labor resources, and zero OHSA recordables in recent 18-months. Plant Manager

American LaFrance LLC - Summerville, SC - 2006 to 2008 Directed operations for two facilities (500K sq. ft.; 100K sq. ft) with 325 non-union associates and $120M in operating costs. Led Lean Initiatives to improve performance. Developed Hoshin Kanri process similar to Environmental Solutions Group (ESG). Masterminded leadership model founded on team building, problem solving, and change adaptation.

• Merged two facilities with zero impact on safety, quality, delivery, or budgetary requirements.

• Improved employee participation in process improvement initiatives by encouraging submission of TAS outlining process improvement methodologies - received and closed 600 submissions in year one.

• Drove Hoshin Kanri process resulting in: 30% decrease in warranty cost, 50% reduction in DPM, 75% cut in OSHA recordables, 100% increase OTD, and 200% improvement in productivity with 30% reduction in labor resources.

Director of Operations

Detroit Chassis LLC - Detroit, MI - 2000 to 2006

Administered all start-up operations including layout, machine purchase, employee sourcing, and process flow requirements for two facilities (230K sq. ft.; 100K sq ft.) and 250 union and non-union associates with

$22M in operating costs. Instituted company-wide Hoshin Kanri (Strategy Development) in identical fashion as Environmental Solutions Group (ESG) and American LaFrance LLC.

• Spearheaded Kaizen initiatives saving $334K, and opening 21 freed-up FTE positions and 15K sq. ft. for new business launch.

• Collaborated on Leadership Model to introduce LAMDA approach to leading organizational Lean change.

• Slashed OSHA recordables 100% in first year of the Lean Transformation. Zero injuries throughout two years while improving warranty 30% and reducing DPM 60% in year one.

• Led Lean Enterprise Transformation and subsequent Associate Proposal Process (TAS) supported by rewards and recognitions program.

Area Manager

Daimler Chrysler - Detroit, MI - 1983 to 2000

Fast-track promotions of increasingly responsible hands-on and management roles. Commanded 300-400 Union Associates in improving image, quality, performance, and employee relations through 3.5M sq. ft. facility. Acquired knowledge on gathering, tracking, and analyzing data and utilizing it to improve performance to initiate savings. Compiled and implemented metrics and performance standards spanning safety, quality, delivery, and cost.

• Conducted ISO-9000 Certification process and Lean Certification.

• Introduced Interaction Management Leadership Initiative to develop characteristics necessary to influence Automotive Industry culture through leadership.

• Launched and facilitated a Defect reduction and FPY/Flow improvement initiative in Wheel & Tire Value Stream, to reduce downtimes (from daily to 1/3 weeks), improving profitability over 70% with reduced customer returns.

• Launched a Quality Improvement initiative with layered-process and product audit protocols to reduce process errors, enhance finished goods and subassembly output consistency between shifts, reducing scrap / rework.

• Led teams and acquired complete knowledge of all manufacturing departments: Inventory/materials, Body, Paint, Trim, Chassis, Final and Quality.

Previous Positions at Daimler include:

First-line Supervisor, Facilitator, Lean Champion

EDUCATION

B.S. in Industrial Management

Central Michigan University - Mount Pleasant, MI

Certification in Transformational Implementation Leader Dale Carnegie Graduate

MILITARY SERVICE

Service Country: US

Branch: USMC

Rank: Corporal (E-4)

September 1979 to September 1982

CERTIFICATIONS/LICENSES

Lean Six Sigma Black Belt

January 2002 to Present

ADDITIONAL INFORMATION

I have the unique ability to lead teams to performance levels they have never seen before!

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