Dave Dahl Email and Phone Number

Responsible for helping the organization advance the workflow maturity of Medtronics Supplier Partners and Contract Manufacturers.

I have provided lean transformation coaching at sites in Minneapolis, MN, the Netherlands, Switzerland and Connecticut. In each case, the sites sent a team through intense training, and returned to transform manufacturing lines in their home site.I have global responsibility for Lean Academy training, organizing, scheduling and executing the main academy and supporting academy activities. In addition, I facilitate Lean Sigma training of Green Belts (GB's), Black Belts (BB's) and Master Black Belts (MBB's). I have global responsibility responsibility for the MBB program, executing 1 -2 training cohorts annually.I lead and support Management System Assessments using the Shingo Prize framework to evaluate the maturity of the Medtronic Operating System journey and our key manufacturing sites.Medtronic Certified MBB.

I worked in Reliability Engineering, Supplier Quality Engineering, lead the Supplier Quality Team, and added the Advanced Supply Management Team for a total of 10 direct reports. In 2004, I entered the Six Sigma program at Cummins where I became a certified Black Belt while winning a Chairman’s Quality Award for a project that saved over $700,000 annually. I then became a Master Black belt, earning certification in 2008. As a MBB, I coached over 250 projects which delivered nearly $43M in annualized savings. After my role as MBB, I became the Director of Global Quality Systems. In that 3 year role, I supervised 2 employees and coordinated and facilitated the deployment of the Cummins Operating System throughout Cummins Power Generation. I also lead the Common Process work at PGBU, driving consistency of functional approaches across the business. I also chaired the Global Quality Leaders council and hosted the 1st ever collective meeting of all 30 PGBU Quality Leaders. I used Six Sigma to develop the Global Quality Systems Documentation Strategy, and deployment plan, and sponsored Six Sigma projects to redesign the internal audit process to enhance effectiveness, and to reduce nonessential documentation from the Quality System. Finally, as Quality Director, Global Operations and Supply Chain, I lead the global Six Sigma performance cell delivering $30M in PBIT save, 59 Supplier Focused and 10 Customer Focused projects in 2011. I drove common quality reporting across all plants, and implemented new Line of Business reporting by plant.I provided single point Customer contact for issues in South East Asia from multiple factories and worked with factories to resolve outstanding issues. I facilitated the commercial agreement between factory warranty and the Customer for ongoing paint defects.I mentored 1 Cummins Quality Emerging Leader, coached and mentored 2 Plant Quality Leaders, and supervised one direct report.

* I supported several high value (>$200M) development and production programs* I lead Failure Analysis teams – solved numerous failure investigation of performance or user defined product issues, and was awarded a Bulls-eye Award to recognize a key accomplishment.* I performed Reliability predictions and performance growth models and used statistical models to predict failure rates of weapon subsystems. * I was responsible for the implementation and execution of Reliability Programs per MIL-STD-785. I developed and implemented Parts Control Programs, Electrostatic Discharge Control Programs, Electronics Stress Screening Programs, and the Failure Reporting and Corrective Action Systems.* I lead the development of program Safety Program deliverables including Failure Mode Effect and Criticality Analysis (FMECA) and Sub System Hazard Analyses (SSHA).