DAVID H. WEAVER

SENIOR DIRECTOR LEAN MANUFACTURING PERFORMANCE IMPROVEMENTS REVENUE GROWTH

MOBILE 262-***-**** • E-MAIL adlmlr@r.postjobfree.com • LINKEDIN https://www.linkedin.com/in/davidhweaver/

PROVEN LEAN OPERATIONS and PERFORMANCE LEADER with two decades of success driving transformational process, productivity, performance and people improvements throughout large, multi-site manufacturing operations. Broad picture strategist able to assess and identify gaps in process, quality and delivery to launch initiatives that meet aggressive revenue goals. Exceptional relationship builder with key clients, valued resources and channel partners, able to communicate effectively within all tiers of the business and manufacturing plant structure – from the shop floor to the corporate suite. Proven P&L management experience and a broad understanding of plant safety, able to successfully navigate OSHA compliance, implement meaningful training programs and clearly express expectations to align and engage employees to drive the success of an organization. Committed to improving workplace culture and bottom line.

STRENGTHS

Change Management

Strategic Planning

Lean Manufacturing

Contract Negotiations

Growth Strategy

Territory Expansion

Partnership Development

Process Improvement

Quality Control

Training & Development

Cross-Collaboration

Cost Reductions

Continuous Improvement

Driving Productivity

Safety Compliance

Material Sourcing

EXPERIENCE

LEAN Manufacturing Performance, LLC, Slinger, WI July 2019 to Present

GENERAL MANAGER

Guiding lean strategy, organizational capability, and operational turnarounds for companies, from start-ups to single and multisite operations to private equity groups, with tens of millions in revenue. Delivering roadmaps for growth, efficiencies, identifying unmet opportunities, territory expansions, and quality and labor performance enhancements. Developing standard operating procedures, quality assurance programs and delivering continuous improvements.

Leading all plant operations on an interim basis.

Introduced new product line including new equipment, line, and personnel doubling business.

Lean manufacturing implementation for a consumer products hard-goods manufacturing operation: Developed KPIs in Safety, Quality, Delivery, and Cost; initiated daily stand-up meetings, 5S program, and Kaizen events reducing quality defects of new major product line by 95%; training personnel in Lean manufacturing; identified production efficiencies, resulting in 20% reduction of headcount

Creating leading indicators from operations that affect the P&L, working with plant operators and management in the ownership of the KPI

SENNECA HOLDINGS, Mankato, MN March 2019 to July 2019

DIRECTOR OF OPERATIONS

Site Operations Leader for a private equity portfolio with three divisions: Industrial, Commercial and Mission Critical, a global specialty door manufacturer. Leveraged strategic vision, organizational capability and defining management processes achieving significant growth while building relationships.

Moved 4-acquired product lines into new facility and upgraded processes

Established Key Performance Indicators (KPIs - metrics) for safety, quality and productivity

Played pivotal role in Lean manufacturing implementation and continuous process improvements reducing labor from 15% to 12% of sales

Oversaw investments and installation of new equipment

Implemented organizational changes and hiring in supply chain and production improving on time delivery and productivity

GKN SINTER METALS, Germantown, WI June 2018 to March 2019

OPERATIONS MANAGER

Directed operations for a private equity portfolio with three divisions: Aerospace, Driveline and Sinter Metals, a component manufacturer for the automotive and industrial markets. Leveraging analytical skills and KPI Management to achieve corporate goals on a consistent basis while fostering and maintaining valuable relationships inside and outside the company.

Initiated cross-functional teams reducing defects by $600K in 7 months

Improved productivity via coaching and leadership training for 3 shifts, reducing headcount by 10%

Played pivotal role in driving development and execution of the WI strategic direction

Utilized lean management Toyota Production System to reduce overtime by 50%

Participated in IATF 16949L 2016 certification – the automotive industry quality standard

Increased return on sales from 5% to 8%

Reduced labor from 15.5% to 12% of sales

GKN SINTER METALS, Germantown, WI Oct 2016 to March 2019

SUPPLY CHAIN MANAGER

Selected for newly established position to lead advancement of supply chain operations to next level, with improved integration of supply chain with overall management of company and corporate goals.

Established efficient processes to transform supply chain management and results.

Reduced past due shipments from $800K to $25K in one year through improved scheduling and support of production execution

Increased inventory turns from 29 to 34

Collaborated with tier 1 automotive customers managing results and customer expectations

Assessed and identified areas for improvement in business process and systems

Led scheduling, purchasing, capacity planning, inventory management, customer service, logistics, warehousing, and SIOP for multiple plants

KELLY WELDING CORPORATION, Milwaukee, Wi June 2014 to Oct 2016

PRESIDENT

Owned and led the operational growth, efficiencies, talent development, P&L management, executive training and manufacturing needs for a $1.5M privately held manufacturer of steel and aluminum fabrications for mining, paper, machinery, construction equipment, ag equipment, and consumer products machinery industries. Customers served focused on OEMs, machine shops and tool & die makers. Responsible for performance of 12 direct reports.

Installed an ERP system

Increased gross profit margin by 5% with launch of new processes such as Blanchard grinding

Developed a sales & marketing program, marketing collateral and a company website which added increased revenue of 5%

JUNE TAILOR, INC., Richfield, WI March 2000 to June 2014

VICE PRESIDENT & GENERAL MANAGER

Directed operations for a privately held manufacturer of consumer products in hobby products and home fashions with a customer base of major retailers such as Wal-Mart, Lowe’s, Jo-Ann Fabrics, Michael’s, Hancock, Hobby Lobby and independent distributors. Initiated and managed lean manufacturing methodologies to drive cost savings, performance improvements, and revenue increases. Improved procurement processes, customer service levels and implemented improved processes for shipping and receiving.

Decreased factory labor as a percent of sales from 15% to 9% through automation and continuous improvements – implementing CO2 lasers, Flats inserters, Web Adhesive Line and more

Reduced the Material Cost of Goods (MCG) from 54% to 43% by introducing processes from outside vendors and selective overseas sourcing

Administered the import program and supplier relationships, with extensive travel to China, developing and maintaining offshore sourcing of select products

Delivered continuous improvements to business processes and systems linking performance and productivity analytics and customer feedback with lean methodologies to remain competitive

REGAL WARE, INC., Milwaukee, WI April 1998 to March 2000

GENERAL MANAGER

Managed overall performance, product quality, people and facility for a privately-held cookware and small kitchen appliances manufacturer with $80M in revenue. Target clients were retail channel partners including Wal-Mart, Amway, Kohl’s, Shopko and subsidiaries Kitchen Fare and Salad Master. Responsible for 500K ft, P&L, and performance of 600 employees in operations, materials, quality, engineering, and HR.

Co-led implementation of JD Edward’s ERP system for multiple plants

EDUCATION

CERTIFICATIONS

BS - BACHELOR OF SCIENCE

Certified Six Sigma Black Belt

Business Administration – Magna Cum Laude

Cardinal Stritch University, Mequon, WI

ASQ

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