Dave Blanchard, Mba Email & Phone Number

Edina, Minnesota, Us

Leading the vertically integrated operations of its largest facility. Driving performance improvement and change by engaging its talented workforce.

Pinebluff, North Carolina, Us

Led operations in Minnesota and North Carolina and the recently-closed facilities in Florida and Mexico. Member of executive management team. • Executed strategic plan that included leading the startup of defense operations in Minnesota and Florida, resulting in sales that exceeded $40M.• Drove improved productivity in Minnesota and Florida 52% and 47% respectively through process improvement, lean tools and metric accountability.• Directed 100% on-time delivery performance in defense business; improved aviation on-time delivery from less than 70% to 99% while reducing lead time from three months to one week.• Managed relationship with largest customer.• Resolved regulatory and compliance issues with USDOT, FAA and Department of Commerce.• Temporarily assumed head financial role at the request of Board of Directors. Restored accounting discipline, established annual budget, provided financial analysis, and managed the company through severe cash crisis.• Led the company to ISO 9001:2008 certification.

Bayport, Minnesota, Us

Led production, engineering, quality, maintenance, employee relations, scheduling and order fulfillment for largest of nine plants shipping two million units annually. High volume, vertically-integrated operation (cutting, milling, vinyl extrusion, paint, assembly) with 1,000 production and professional employees.• Created the strategy to change the culture by fully engaging employees in the improvement process to accelerate rate and depth of improvement.• Improved processes that resulted in 30% productivity gains through kaizen and employee involvement.• Improved on-time shipments to customers by 61% by identifying and resolving root cause issues.• Reduced work in process (WIP) inventory 50% through implementation of material delivery and kanban systems.• Reduced OSHA Incident Rate 51% by conducting root cause corrective action on all injuries.• Executed $9 million in material and labor savings over a two-year period.• Used Six Sigma process to reduce scrap by 32%.• Led the strategy and policy development for the plant.

Grand Rapids, Michigan, Us

$400 million P&L responsibility with 800 employees. Responsible for all aspects of site operations including customer and community relations.• Accelerated lean manufacturing implementation resulting in $2.0 million inventory reduction, 25% productivity improvement and 50+% setup time reductions. Focused on linking operations, creating a visual factory, establishing pull signals, and implementing standardized work.• Generated $20 million in savings over 18 months, reducing plant cost of goods sold by six points.• Restructured operations that reduced overhead and headcount, preventing margin erosion during a 50% drop in business. Plant was rewarded by addition of multiple product lines during manufacturing capacity rationalization initiative.• Awarded the Steelcase Health and Safety Award in 2002 for achieving the highest level of improvement in safety and environmental metrics.

Grand Rapids, Michigan, Us

Managed multiple product lines producing $88 million in sales.• Redesigned progressive build assembly line utilizing takt time and standardized work, resulting in improved productivity and flow.• Increased WIP inventory turns from 50 to 134.• Led team that launched Turnstone desk product line in seven months from design to first ship.

Grand Rapids, Michigan, Us

Led Quality organization for eight plants.• Refocused a fragmented and decentralized Quality organization following elimination of business units and improved process consistency across all plants.• Elevated technical expertise with intensive training and ASQ certification.• Improved contributions in plants through closer alignment with manufacturing leadership.• Eliminated this position and developed a management process enabling ongoing management of the plant Quality organization.Held various accounting and operations leadership roles from 1984 -1994. Promoted to Director of Operations Quality in 1994.

Master Of Business Administration (M.B.A.)

Bachelor’S Degree, Accounting