David Bixler Email & Phone Number

Cleveland, OH, US

Spencer, OH, US

A $3 million manufacturer, fabricating the highest-quality axle shafts for over 125 years. Providing a wide range of forgings, with complete in-house forging, machining, and heat treat capabilities.Director of OperationsManager of 3 supervisors and 27 team members. Reported to the CEO of Spencer Forge. Production processes include; Forging, CNC.

Medina, Ohio, US

• A $50 million manufacturer of incubation equipment providing setters and hatchers to the poultry industry. Plant ManagerDirector of 3 supervisors and 1 assistant plant manager and over 100 team members. Reporting to.
• Reduction in the facility OSHA incidents rate from 7.56 in 2017 to currently 0.00 in 2020.
• Reduced the number of fulfillment days for the aftermarket parts from an average of 16 days to under 4 days.
• Implemented the company’s first labor collection system, Shop Trak, on an Infor-Syteline MRP system.
• Project coordinator for the implementation of the company’s first serpentine bender. Project saved over $300K in the first year in material-labor costs and improved the quality of the parts by completely eliminating.

Mcconnellsburg, PA, US

• A $3 billion manufacturer of access equipment (aerial work platforms and tele-handlers) and a segment of the $6 billion Oshkosh family. Director of OperationsDirector of 5 area managers (Safety, Quality, Engineering.
• SMS (Safety Management System) certified. Achieved OSHA - VPP (Voluntary Protection Program) readiness. Reduction in the OSHA incidents from a rate of 3.26 to 2.38. Zero lost time incidents for FY2017.
• Awarded Ohio EPA’s - Encouraging Environmental Excellence (E3) Gold level. This award recognizes exceptional achievements in environmental stewardship. 1 of only 30 companies in Ohio to achieved this award.
• 40% year over year reduction in warranty expenditure by using Six Sigma techniques and 8 step problem solving. Equated to $114K savings.
• Year over year reduction in raw materials as a percent of requirements by 24%, while maintaining 100% on-time customer delivery. An inventory reduction of $2.5M.
• 18% year over year reduction in variable spend. Equated to a yearly savings of $1.4M.

Solon, OH, US

• A $90 million manufacturer of specialized chemical, biological, radiological, and nuclear (CBRN) protection products. Providing CBRN filters and filtration systems to the United States military used in vehicles, ships.
• Solon facility employed 2 supervisors, 75 hourly union (Teamsters) employees reporting to the Operations Manager and 2 manufacturing engineers reporting to the Manufacturing Engineer Manager.
• Mansfield facility employed 2 supervisors, 1 quality manager, 1 materials manager, and 25 hourly non-union employees all reporting to the Operations Manager.
• Production processes include CNC laser, CNC punch, roll forming, brake, machining, welding (MIG/TIG), spot welding, heat treat, phosphate, alodine, painting, assembly, warehouse, and maintenance.
• Improved safety practices and processes to achieve a 2-year OSHA free incident rate in both facilities.
• Increased plant productivity 10% by implementing lean manufacturing techniques equating to over 10,000 hours.

US

• A $72 million high volume manufacturing facility of large steel wheel rims for the trucking and military industries. Production ManagerDirector of 4 plant supervisors, 2 engineers and 132 hourly union (United Steel.
• Implemented lean manufacturing principles which took the company from a Chapter 11 facility to one of profit.
• Units produced increased from 28,000 to 85,000 per month (300%) by developing new process flow techniques.
• Increased overall plant productivity 60% by implementing team based manufacturing programs.
• Executed Six Sigma techniques which improved first pass yield for EDP paint process from 89.7% to 98.6%. This equated to an Annual savings of over $2.7M based on 85,000 wheels being produced per month.
• Improved machine uptime 20 points from 62% to 82% by implementing a Preventive Maintenance program.

Monterrey, Nuevo León, MX

• A $47 million low volume manufacturing facility of refrigerated trailers and production of enclosed steel and aluminum cabs for several industries including off-road construction, airline, crane, railroad, and fire.
• Production hours slashed 20% and overtime premiums 95% while maintaining sales levels by implementing lean manufacturing principles.
• Decreased inventory levels 28% by implementing scheduling and Just in Time (JIT) techniques.
• Scrap and rework reduced 78% by designing and implementing a team based quality program.
• OSHA incidents reduced 37% and lost time accidents 94% by implementing team based safety programs.
• Implemented a multi-plant IBM-based MRP system using Job Scope software.

• A $6.5 million low volume manufacturing facility of various sizes of formed steel, brass, and aluminum tubing ranging from 1/16 inch to 6-inch diameter. This required designing and fabrication of hydraulic systems and.
• Expanded sales over 40% from $4.5M to $6.5M through aggressive pricing strategies, increased production capacity, and improved customer relations.
• Implemented lean manufacturing which increased profits 65%.
• Improved non-defect rate from 91.6% to 99.2% by designing and implementing plant-wide quality programs.
• Conducted safety audits and awareness reducing OSHA incident rate 24% and lost time incidents 42%.
• Elevated on time delivery from 38% to 94%, through improved forecasting, planning, and scheduling techniques.

Philadelphia, Pennsylvania, US

• A $28 million low volume manufacturing facility of palletizers, Hi-cone machines, pea harvesters, filling equipment, cookers, and various farm harvesting and processing equipment. Manufactured machined components for 3.
• Achieved a 50% reduction in cycle time, 50% inventory reduction, 33% reduction in floor space, and 95% customer on-time delivery as the team leader of a lean manufacturing improvement program for the palletizer product.
• Using lean principles, improved efficiencies and achieved significant reductions in: - Manufacturing expenses (15%) and salary expenses (12%). - Manufacturing lead times for components (30%) and weldments (17%)..
• Implemented safety audits and awareness programs which achieved 0 incidents for over 2 years.
• Member of Management/Labor Bargaining Committee (Allied Industrial Workers).

Bs, Industrial Engineering

Certification, Six Sigma Greenbelt Certification

Certification, Jonah - Theory Of Constraints