David Hall Email & Phone Number

Miami, Fl

In late 2013 and early 2014 I worked with the CEO to evaluate the management staff. After the VP on operations left the company,I ran the Miami mill from April 2014 to August 2014. In August a VP of Operations was hired. I worked with him to improve productivity and safety.In 2013 the Plant in Miami has 37 recordable injuries. In 2015 the plant had 12 and in 2016 YTD the plant has 2 recordables.Atlas acquired a plant in Sanford in 2014 and another plant in Tampa,FL. I worked with both plants to acclimate them to Atlas.Operationally the plant improved 18% in 2016 vs 2015. In late 2015, the company was sold. I have stayed on working on key productivity projects.

I have extended the Consulting Job. I have worked in six different locations and currently on a six month project at one facility.

Tyrone, Georgia

I am currently working with a manufacturer on process improvements. My focus is in three key areas, Scheduling, Maintenance and Inventory Accuracy.This is a 90 day assignment that will run through July, 2012.Currently working with manufacturing companies as a consultant. Primarily working with shift supervisors and department managers to improve their troubleshooting skills. Also working with mechanics to help improve thier mechanical skills and troubleshooting skills.

Directed a staff of ten salary and 52 hourly employees. Managed a through-the-wall operation with a key customer with sales of $32MM. Injury Free Plant the past five yearsIncreased sales from $13.2MM (1999) to a budget of $32.5(2009)Increased Contribution from $3.5MM (1999) to $6.5MM (2008)Worked with HR to successfully negotiate two union contracts within division parameters.Developed Staff : Promoted my Production Manager to Plant Manager, Quality Manager to a Division level position,; Worked with Human Resources to develop a new hiring process by using ACT (Workeys) to test employee's basic math skills and their ability to read and understand. This enabled our supervisors to be able to train new employees in a timely manner.Built strong relationships with key customers- Held weekly meetings with the Plant manager in our adjacent facility to address any key issues.Reduced Working Capital from 32.5 days to 17.6 daysImplemented bar-coding system for inventory controlReceived two Company Total Quality Management awards for team building

Plant Manager in a through-the-wall operation with a Fortune 500 Company.Managed 10 salary and 50+ hourly employees in a consumer packaging operation.

Worked out of the Orlando facility. Reported to the Division Training Manager in Hartsville, South Carolina.Certified Trainer for the Kepner-Tregoe Analytical Troubleshooting CourseDivision Trainer for Smart Changeover ClassesDivision Trainer for Smart Start ClassesEvaluated Maintenance Departments in Consumer Products Division.Developed an evaluation system for our Division to evaluate the effectiveness of the plant maintenance system. This lead to assigning mentors to new Maintenance Managers during their first year in the position.Implemented the Division Team on Maintenance Training. Worked with ACT to develop test and scores to evaluate maintenance candidates. Implemented the use of a machine called the "mechanical minimizer" that test troubleshooting skills of potential candidates. Collected data from 200 mechanics to validate the new hiring process. This identified that the division had maintenance employees that did not have adequate troubleshooting skills required for their job. Those employees were put on "performance plans" to help them improve or to reassign them.

Supervised 28 mechanics/electricians and a Maintenance CoordinatorThe Orlando Plant was a metal end converting operation and metal coating facility.Developed a PM system for the plant which included inventory control. This increased PM efficiency and reduced unscheduled downtime by 8%.Reduced the size of the maintenance department 15% by better utilizing existing employee.Developed a plant specific Maintenance Training Evaluation Program- This enabled management to fairly evaluate maintenance employees for progression promotions.