DAVID W. ZEMKE

**** ******** **** ***** 651-***-****(h)

Eagan, MN 55123 651-***-****(c)

pharzr@r.postjobfree.com

MASTER BLACK BELT LEAN SIX SIGMA LEADER

● ADVANCES PRODUCT DESIGN AND DEVELOPMENT ● INTEGRATES BEST PRACTICES

● ALIGNS DFSS TO BUSINESS STRATEGIES ● FACILITATES LEAN/SIX SIGMA

CULTURE DEVELOPMENT & TRANSITION ● CUSTOMER CENTRIC

● BUSINESS ACUMEN DEPLOYMENT MANAGEMENT

● INNOVATIVE COACH/MENTOR/FACILITATOR

Astute senior continuous improvement operations leader responsible for the creation and advancement of product development teams through the implementation and integration of Lean six sigma methodologies. Proven capacity to build, develop, mentor, coach, lead and evaluate high performing, nationwide multi-site process improvement teams. An innovative thinker and implementer with an established track record of effecting positive change in complex organizations, generating improved business acumen and revenue processes through the execution of strategic, financial, and programmatic operational tactics.

PROFESSIONAL HIGHLIGHTS

• Systematizes essential information and data enabling top management to define, prioritize, and charter high impact projects.

• Uses the DMADV process with Lean Six Sigma tools and methodology to mentor, coach, develop, and lead black and green belts to successful project completion across assigned divisions/functions.

• Partners with Deployment Leaders in identification and monitoring of process improvement teams refining the process to successfully integrate with product development goals and initiatives.

• External and internal consultant for Six Sigma, Design for Six Sigma and Lean improvements to various industries.

• Align Lean Six Sigma initiative and project objectives to business strategy – prioritizing projects accordingly.

• Responsible for corporate-wide black belt, green belt, and champion training in lean, six sigma and DFSS.

• Facilitates quality and serves as a change agent to instill Lean Six Sigma culture throughout the organization ensuring customer satisfaction and product delivery.

• Leads multiple process improvement teams towards Lean Six Sigma defect reduction, cost avoidance, loss reduction and revenue enhancement

BUSINESS EXPERIENCE

ZCAD TECHNOLOGIES, Eagan, MN 1992 -present

Principal

Privately owned consulting business specializing in Lean, Six Sigma, Design and Innovation. Our tailored educational solutions include: Strategic Planning, Change – Leadership and Organizational, Lean, Six Sigma, Design for Six Sigma, Innovation, and Supply Chain Management.

• Consultant to Academic Institutions instructing graduate students in Operations Management and Continuous Improvement.

• ENTEGEE, INC., St. Paul, MN (subcontract)

Quality Function Deployment Consultant – Andersen Corporation

Lead, designed, facilitated, and implemented corporate-wide Quality Function Deployment (QFD) programs serving Andersen’s strategic initiatives for over 60 employees/ 3 different implementation teams.

• Discovered a significant R&D constraint in proto-type programming. Reduced the lead time from six months to 30 minutes; led and facilitated kaizen events.

• Systems and procedures analyst - justification of capital equipment, regulatory requirements in medical industry.

• Construction coordinator for a $140M hospital. Completed on time and under budget.

• Automated production lines; robotic welding cells and machining centers.

• Designed Pella Windows display system for all North American sales in a display company.

G&K SERVICES, Minnetonnka, MN 2006 to 2009

Enterprise Business Consultant

Partners with business leaders/executives to define the vision, strategy and business challenges, identifying solutions to satisfy business specifications and requirements. Lead strategic initiatives in cross functional teams to align the interests of the business and IS, as well as sponsorship of capital projects.

• Internal business consultant for new product development; new telephone system; pilot implementation of lean at a local plant; and methodologies for the implementation of an inventory management system.

• Implemented “Agile" methodology in the product design cycle completing project one month ahead of schedule.

• Lead VOC for external customers – by implementing QFD – reduced time to market by greater than fifty percent.

• Conducted a multiple regression analysis for salesforce.com determining the critical sales elements. Defined the model to realign resources to increase revenue dollars – reducing waste in excess of fifty percent.

• Defined new product feature matrix; validated and authenticated all elements; Result - software release occurred with “zero bugs” and ahead of schedule.

• Designed and developed high impact performance measurements for industries, driving results as part of a global corporate strategy – balanced scorecard.

Senior Process Improvement Engineer- MBB 2006 -2007

Responsible for leading performance excellence teams. Designated training consultant and primary contact for six sigma training including (black belts, green belts, and champions) throughout the organization. Recommends targeted projects to senior management through value analysis.

• Proposed and implemented a formal cross-functional review process and structure to insure accurate project management and implementation of process excellence groups.

• Initiated, proposed, and launched a black belt project with $1.3M return projected in 4.6 months (within 2 months of hire).

• Developed process to standardize sale process for a specific customer attribute -leading to bottom line savings of $10 million the first year and over $12 million the second.

• Performs as a Master Black Belt in the development and oversight of international supply chain projects

• SAP project lead customer change management.

GANDER MOUNTAIN, St. Paul, MN 2004 –2006

Manager of Process Engineering

• Introduced project management procedures (PMBK) and assumed the role of PM and Team Leader for Electronic Data Interchange (EDI) increasing vendors from 250 to 880 by close of second quarter 2006.

• Chaired a retail import steering committee, defining the infrastructure, justification, and sustainability criteria for the creation of a new import logistics department ($50M in imports) –achieving top management’s number one strategic goal.

• Transformed Retail Supply Chain using the SCOR model in the conversion of strategic, operational and competitive processes

• Taught activity based costing and evidence based decision making to the operations management team.

• Evaluated and quantified the volume and cost of store-to-store transfers justifying a direct-ship to customer program.

• Defined the cost to the organizational system for (125K) purchase orders using activity based costing, enabling leadership to make fact-based decisions regarding the business.

• Lead Distribution Center management team - defined, standardized and assigned metrics to the procedures for loading trucks; developed performance measurements for each department; analyzed security procedures generating recommendations in the areas of facilities, off-site storage, and firearms.

JOSTENS INC., Burnsville, MN 2001- 2004

Senior Manufacturing Engineer

Served as key member of the engineering strategic planning team. Provided leadership, engineering resources, and technical knowledge to direct and innovate new design concepts, develop processes, procedures, tooling and automation for the production of jewelry and graduation products.

• Internal consultant to 17 national plants for six sigma and lean improvements.

• Developed lean transactional education programs for Jostens’ administrative and sales staff.

• Invented a progress/project dashboard for lean six sigma projects.

• Directed and inspired process teams with 16 active and 35 adhoc team members.

• Successfully championed campus focused diverse materials research teams from three distinct plants, standardizing materials and processes using six sigma tools - after multiple previous failures.

• Trained teams using lean principles and related tools as value stream mapping, quality function deployment, visual work areas, set-up reduction (SMED) and single piece flow.

• Created six simulation models with SimCad software demonstrating complete product flow between independently owned distributors and company (sales channels); performed FMEAs.

• Developed mechanized process improvements in the ring antiquing process using pneumatic and mechanical techniques leading to reproducible results, using “Voice of the Customer” data as a target; developed a CPK system for the first time in corporate history in this area.

• Conceptualized and implemented a unique ring sizer product capturing over $1 million annually in lost revenue, reducing rework, and improving customer satisfaction of a market size exceeding $7.3 million.

• Reduced manufacturing costs by a projected $80 million over five years by conducting Value Stream Mapping on four major processes.

• Developed and implemented an automated cover antiquing process using tools/fixtures solutions.

SHELDAHL, INC., Northfield, MN 1997 - 2001

Manufacturing Manager

Provided engineering and quality oversight for copper lamination line, barrier tape foils, aeronautic window shades, coverlets and specialty tapes. Responsible for BOM’s, routings, expediting, and product costs. Chaired advanced problem solving team using various methods and tools [8Ds, 5 phase, Design of Experiments (DOE)].

• Responsible for management of over 30 union employees.

• Responsible for the coaching and training of staff in six sigma/lean problem solving tools and overseeing results

• Implemented quality improvements and cost reduction initiatives.

Manufacturing Engineer

• Identified constraints and led the team developing additional capacity of $24M in sales using simulation tools.

• Member of ISO 9000 audit team, defining quality and producing supporting systems throughout the company

• VSM-Reduced inventory levels of warehouse materials by $400,000 in three months adding $250,000 to the bottom line.

• Using VOC -Negotiated contracts with new suppliers (15 percent reduction in costs) .

• Designed and implemented jigs and fixtures using Poka-Yoka resulting in zero defects (CPK of 12)

• Maximized laminator speed using DOE; increased profitability (4x).

EDUCATION

UNIVERSITY OF ST. THOMAS, Saint Paul, MN 2000

Master of Science Manufacturing Systems -

UNIVERSITY OF WISCONSIN - STOUT, Menomonie, WI 1989

Bachelor of Science, Applied Technology -

Majors: Manufacturing Systems Engineering and Materials and Processes Engineering

Minor: Chemistry

PROFESSIONAL AFFILIATIONS / CERTIFICATIONS

Adjunct Professor – Operations Management Course Summer 2008

University of St. Thomas, St. Paul, MN

Guest Lecturer – Continuous Improvement – HealthCare Economics Summer 2008

University of Minnesota – School of Nursing – Doctor of Nursing Practice

Guest Lecturer – Continuous Improvement – MBA Spring 2007 & 2008

University of Minnesota - Carlson School of Management

Master Black Belt Certification 2007

Strategic Improvement Systems, LLC

Six Sigma Blackbelt Certification 2003

BlueFire Consulting, Minneapolis, MN

Lean Manufacturing Certification 2004

University of Kentucky, Lexington, KY

Certified Manufacturing Engineer (CMfgE) 1996

Manufacturing Engineering Certification Institute

Society of Manufacturing Engineers (CASA) 1992 – Present

ASM International 1995 – 1998

ADVANCED TRAINING

• Excel-Guru • MS Word

• PowerPoint • 8D -Training (automotive problem solving)

• Minitab Statistical Software • MS Access

• ISO 9000 Internal Auditor • Design Expert by Statease – DOE software

• SimCad Simulation Software

• PMBOK • AutoDesk Mechanical Desktop

• SigmaWorks- Monte Carlo software

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