Plant Manager/ Senior Executive

David P. Johnson

**** ****** ***** ***** • Hutchinson, KS 67502 • Cell 620-***-**** • Home 620-***-****

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SUMMARY

Senior Executive with extensive domestic and international experience during periods of rapid growth, acquisition, consolidation and turnaround. Highly skilled leader adept at:

 Operations  Strategic Planning

 Quality Assurance  Revenue Generation

A very effective communicator able to relate to all levels of associates, customers and media. A quick study who enjoys making a contribution and being challenged.

PROFESSIONAL BACKGROUND

EATON CORP., Fluid Power, Hydraulic Operations, Hutchinson, KS 1982 - 2009

Plant Manager (2007 – 2009)

Responsible for the performance of the Hutchinson Plant and 330 employees and for $60 million in sales. Balance Scorecard and financial reporting monthly. Annual profit planning and strategic planning process.

 Restructured the plant in 2007 after the assembly operations were moved to Mexico, and additional manufacturing was moved into the plant. 180 pieces of equipment relocated and three new value stream cells developed.

 Initiated DuPont STOP safety program and improved safety from a 10 recordable incident rate to less than 1.5.

 Implemented the David Mann Lean Management competencies program into a union plant. Three levels of accountability meetings/gemba walks held daily and individual value streams have visual targets and metrics for daily and MTD performance against targets.

 Hit monthly forecast the last 19 months by reducing fixed and variable expenses while maximizing high productivity in a down market.

Plant Manager, Petersburg, IL (2005 – 2007)

Responsible for the performance of the Petersburg plant and 150 employees, as well as primary component supplier to the Reynosa, Mexico assembly plant for $50 million sales.

 Developed a new organizational team in Petersburg to address critical plant metrics:

 Reduced plant external DPPM from 30,000+ to 1,500

 Targeted plant rework and reduced it from 48,000 pieces monthly to 1,500 pieces monthly.

 Improved safety record from 9 recordable in past years to 2 in 2005.

 Significantly improved the reporting process and developed a plant Balance Scorecard review process.

 Met profit plan for the Petersburg plant in 2005 and 2006.

 Successfully restructured an all salary system into a non-union, but traditional payroll system plant, and reduced total absenteeism by 50%.

 Changed compensation to a pay-for-knowledge system with cross training plans and one pay level versus a traditional three level system.

 Transferred equipment and processes to external suppliers, and plants in Reynosa, Mexico and Searcy, Arkansas, after the announcement in April 2006 of the plant’s closure. Maintained the plant morale after announcement, and broke production and DPPM records in May 2006.

Product Line Manager, Athens, GA (2000 – 2005)

(Supercharger EAMO Division)

Responsible for the performance of one of two business units at Supercharger including Manufacturing, Material Planning, Engineering and Quality functions (150 employees). 2003 sales resulted in $115 million.

David P. Johnson Page 2

 Applied Lean Flow Manufacturing and Process Stream Mapping principles that resulted in 128 equipment moves to ensure all customer expectations were met in a record sales year, resulting in a sales growth of 27% without added staffing, 48% improvement in Return on Sales and a 46% improvement in CFROGC.

 Utilized Pro-Launch Project Management System in business unit to launch 7 new Superchargers in 2001, 4 in 2002, 3 in 2003 and 4 in 2004. Aligned business to become a medium to high volume manufacturing facility versus a niche and low volume manufacturing.

 Successfully implemented $10 million capital investment plan in business unit to increase capacity by 40 percent and efficiency by 25 percent. Integrated material handling, automated assembly processes, robots, three spindle machining centers and extensive testing upgrades were included in the added technology.

 Created quality improvements that resulted in an increase in First Time Acceptance from 88% to 96% in ten months. Scrap improved from 2.4% of sales to 1.0% of sales in last two years.

 Generated cost savings in plant of over $4 million in years 2002, 2003, and 2004.

 Developed and sustained a Supervisor Development program that was selected as an organizational Best Practices process.

Quality Assurance Manager (1997 – 2000)

Responsible for growth and ramp up of business. Generated sales from $20M to $115M in 4 years.

 Engineered and staffed the metrology, receiving and outgoing inspection, internal audit system and corrective action processes for the plant.

 Implemented QS9000 systems and certified Supercharger Division.

 Led efforts to reduce scrap 30% two consecutive years.

 Advanced Product Quality Planning leader for three new product launches.

 Managed Supplier Quality Assurance team that reduced supplier rejects by 70% in two years.

Quality Assurance Manager, Belmond, IA (1996 – 1997)

(Engine Components Operation)

 Implemented QS9000 systems and certified plant.

 Reduced detection cost of quality by 40% in two years.

 Achieved PPM defective rate of 14 average for all customers. (81 OEM and after-market customers)

 Changed plant to a process audit system versus batch auditing that improved throughput by 25%.

 Certified the production of aircraft products by the FAA.

Quality Engineer & Senior Quality Engineer (1992 – 1996)

 Utilized Design of Experiments to optimize parameters for forging processes.

 Designed and installed an electronic Statistical Process Control for forging and heat treating processes.

 Core team member assigned to implement changes for Ford Q1 Certification

 Capital project leader on several high volume inspection systems on automation lines.

Previous experience includes various Manufacturing Supervisor positions including forging, heat treat, plasma welding, grinding, high-speed automation lines and metrology labs.

EDUCATION

B. A., Business Administration, Wartburg College, Waverly, IA

M.S. Manufacturing Management, Kettering University (General Motors Institute) Flint, MI

AFFILIATIONS

Member, Board of Directors, Hutchinson Industrial District.

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