JAMES M. DALTON

*** ******** **

Lexington, NC **295

336-***-****

ady4nn@r.postjobfree.com

OVERVIEW:

Results driven Executive. Highly skilled in applying efficiency & Toyota production principles in manufacturing, operations, and service environments. Exceptional leadership skills. Six Sigma Black Belt trained as well as a Green Belt Certified Trainer. Demonstrated ability to engage staff and peers to achieve shared ownership. Extremely proficient with software applications. Proactive. Strong cost-management skills. Process and solution oriented.

PROFESSIONAL EXPERIENCE:

Sr. Director of Operations 2019 – 2022

Piedmont Aviation Greensboro, NC

Full P&L responsibility for assign business units

oIncreased assigned area’s contribution and gross margins by 20 percentage points

Reduced Operations processing times leading to an improved facility On Time Delivery metric

oLanding Gear processing time went from 80+-day average to a 54-day average

oReduced Gate 1 process from 25 days to 8 days

oOrganized the development of various plating fixtures to improve quality and reduce processing time

Oversaw the contracting and installation of new paint booth and department layout

Played key role in guiding the site to becoming profitable

oFirst profitable month in 5 years, first profitable quarter in 15 years, and first year of 12 consecutive profitable months in company history

Business Unit Manager (Production Manager) 2018 – 2019

Volvo Truck – New River Valley Dublin, VA

Identified Key Process Indicators to relay site objectives to every level

oCreated weekly reporting tool to communicate status

Set and implemented prioritization process to ensure the right jobs were being worked at the right time

Created and Implemented Off-Line Management and Flow Process

oIncreased daily transaction/shipment rate average from 117 to 145

oImplemented Visual Floor Management (VFM) with thresholds and progress/status indicators

Manufacturing Quality Manager 2017 – 2018

Gilbarco – Veeder Root Greensboro, NC

Increased Roll Through Put Yield (RTY) from 32% up to 73%

Created and implemented

o Quality Inspection Acceptance Procedure

oOperations (Production and Quality) Skills and Training Matrix

oCustomer Warranty and Return process utilizing 3C and 8D formatted problem solving

Utilized Fortive Problem Solving Process for root cause and analysis of top internal and external defects

oSavings of $200k per month in rework/replacement costs

Quality Assurance Manager (Interim Director of Quality) 2014 – 2017

B/E Aerospace Winston-Salem, NC / Nogales, Mexico

Achieved highest Boeing Quality Performance rating in B/E West Point history

o3 month = 99.95%

o12 month = 99.94%

Assessed and Realigned Dimensioning process and employees in order to remove bottleneck ensuring all seats requiring measurement were completed ahead of shipping schedule.

oPersonnel realignment has allowed for two additional employees to be trained on FARO arm

Led multi-stage project focusing on the Non-Conforming Report (NCR) process.

oAddressed over 3,200 past due NCRs driving over 3,100 to closure with new documented process

oReduced NCR aging over 30 days by over 90%

Reduced the Material Review Board (MRB) aging from an average of 85 days down to 22 days, a 70 % reduction

oWorked with members from all involved departments to create a repeatable, documented process

Started an Inspector and Quality Tech Cross-training plan to allow better overall line coverage with flexibility and increase Quality knowledge base.

Quality Manager/ Assistant Plant Manager 2010 – 2014

Saint-Gobain Performance Plastics, LLC. Puyallup, WA

Led Improvement team in reducing delamination rejections of composite parts

Responsible for the justification, layout, design, contracting, and installation of new paint booth and plant area.

Set-up FIFO system for composites material usage

oDeveloped and implemented tracking system for thaw times for pre-preg and composite materials

oResulted in the reduction of “out-of-time” scrap of composite materials

Restructured, Upgraded, and Implemented all aspects of the Quality system in order to achieve AS9100 Rev C certification

oResulted in 5 consecutive 2nd and 3rd party zero finding audits

Identified Key Process Quality Indicators and created tracking and reporting systems

oImproved internal quality acceptance rate to 98.6% and Boeing Quality rating to 99.98%

Responsible for maintaining AS9100 Quality System, FAA Quality Manual, and Quality Department

Worked with several suppliers to increase quality and OTD ratings increasing our internal OTD to 98.4%

oDesigned and implemented multiple fixtures, tracking systems, and inspections plans

Improved 8D RCCA/CAPA response time from 60 days to an average of 15 while increasing initial customer acceptance of responses from 40% to 92%.

Sr. Quality Engineer 2007 – 2010

Protective Coatings, Inc. Kent, WA

Increased Plating department utilization by 52% developing work center utilization measurement tools to aide in the progression towards six sigma including development of spreadsheets for tracking times, and charts for SPC reports.

Led multi-functional teams in investigating, problem solving, and fulfilling customer requested five-step corrective actions.

Assisted in implementation of TPS (Toyota Production System) including plant layouts, 5 S, policy and procedure creation, as well as continuous improvement programs.

Created a “to scale” computer drawing incorporating newly purchased building into current building allowing best-case scenario for product flow.

Plant Manager 2006-2007

Gaco Western, Inc. Tukwila, WA

Recognized a 15% production efficiency improvement by successfully restructuring production operations to eliminate overtime and balance workflow.

Successfully identified and eliminated numerous safety hazards. Increased organization design flow through production with strategic cellular manufacturing units set up.

Re-invented Human Resources function by implementing structured job descriptions, policies and procedures and career path mapping in a cooperative effort with labor union representatives.

Provided leadership to entire scope of staff in Operations, Production, Facilities, and Logistics.

Quality Production Inspection Lead 2002-2006

Toyota Motor Manufacturing Princeton, IN

Created WIS Coordinator position allowing for 100% of standardized work compliance, updates, team communication, and detailed training.

Improved process binders’ quality from a 40% rating up to an estimated 93% rating.

Performed internal process audits complete with recommendations, implementation guidelines, and results charting.

Reorganized quality inspections allowing time for customer-oriented concerns to be addressed with zero process time or personnel added.

Weapons Shop Supervisor 1990-1998

U.S. Air Force Worldwide [Top Secret Clearance] [Plus 8 more years in Air National Guard]

Created maintenance schedule for War Reserve Material equipment, saving $350,000/yr.

Selected to write multiple aerospace operations and technical work manuals including explosive ordinance assembly, handling, weapons electrical system troubleshooting and repair, and loading job guides for new DOD aircraft utilizing my experience, knowledge, attention to detail and expertise.

Prioritized aircraft systems maintenance and munitions transport and loading assignments for assigned maintenance and load crews ensuring aircraft availability for scheduled flights and depot level electrical and systems maintenance.

6-time Quarterly Weapons Maintenance Professional Award recipient.

EDUCATION & ADDITIONAL COMPETENCIES:

Bachelor of Science: Industrial Technology (cum laude) Southern Illinois University [An ABET Engineering School]

Associates of Applied Sciences: University of Maryland

Internal Auditor (ISO9000, AS9100, AS9110)

ISO9000, AS9100, AS9110, & FAR Part 145 - in depth knowledge

FMEA

5-Why

DMAIC

Leadership Training - US Air Force

8D Corrective Action Process

Customer Return and MRB Programs

Warranty and Field Service Tracking

First Aid and CPR Instructor US Air Force

Aircraft Maintenance US Air Force (Six Week Specialized Maintenance)

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