David Hannwacker Email & Phone Number

Merritt Island, Fl, Us

Melbourne, Florida, United States

Currently a Senior Manager within Corporate Supply Chain responsible for promoting the use of should-cost analysis for procurement to deliver bottom-line cost-out savings.- Corporate Supply-chain leader of a matrixed-organization responsible for driving increased adoption and use of should-cost across a 50k-employee company- Train supply-chain professionals (350+) in the fundamentals of performing should-cost analyses, interpreting results, and leveraging in negotiations with supply-base.- Lead a 4-member internal/external team to perform should-cost analyses and support supplier negotiations: 140+ analyses, $250M in assessed spend, and 20% cos-out opportunity. $10M in annual savings delivered through successful should-cost negotiations in 15 months.- Collaborated with Should-cost software provider (Galorath) to develop and deliver in-depth software training for new L3Harris should-cost analysts.- Provided guidance and consultation to new and established cost-constrained products by way of value-engineering, design-to-cost, and design-for-supply chain.- Partnered with Corporate Supply-chain Category Managers to develop and support cost reduction and supplier rationalization initiatives thought should-cost.- Presented year-to-date performance assessments to executive leadership at corporate and business units.

Various Us Locations

Senior member and Operations Leader for business product cost-out team, responsible leading and supporting cost-out efforts with engineering, supply chain, and product management.- Product Cost Engineer: Support internal customer’s in achieving product cost targets: create current cost and cost-entitlement Bill of Materials, identify and prioritize cost-out opportunities across Material, Conversion, Outside Services, and Losses cost buckets, apply cost-out Playbook to enable standard work for engineering, supply-chain, and product management to achieve opportunities.- Emerging Manufacturing Technologies Cost-out Leader: Leading transition of aircraft engine components from conventional (casting, machining, etc...) to new (MIM, additive, etc...) manufacturing technologies: Analyze component design and procurement practices for opportunity, create business case and review with key stakeholders for buy-in.- Operations Leader: Create Key Performance Indicators aligned with business Hoshin Kanri breakthroughs, coach team members through Problem Solving Report efforts, developing product cost-out process map and standard work, leading weekly cost-out Line of Balance and representing team in business-wise Monthly Operating Reviews.

Various Us Locations

As a member of a small external team, I quantified today’s Additive Manufacturing (3D printing) process capabilities for metallic aircraft engine components to better inform design engineers on manufacturing limitations. I completed this initiative through:- Collaborating with Additive Manufacturing Supply Chain to lay-out the landscape of component types, 3D printing machinery, and materials to ensure all pertinent combinations are addressed in analyses.- Working closely with Quality Engineering to gather and compile geometric inspection data from past parts as the basis for process capability studies. In addition, supporting on-going efforts to standardize and productionize dimensional data collection for all future parts and continuing analyses.- Performing analyses to quantify design feature capabilities (ie: diameters, fillet radii, thicknesses) in terms of ability to meet nominal sizes and expected manufacturing tolerance ranges.- Partnering with CAD design team to extract feature meta-data to enhance analysis results, providing a more detail look at feature manufacturing capabilities based on various geometric associations.- Creating of readily-available reports for the design engineering community using visualization tools, like Tableau and Spotfire.- Communicating results of analyses to design, manufacturing, and quality engineering organization through various avenues, such as forums, technical communications, and design practices.

Various Us Locations

As a senior member of small consulting team leading turn-around time reduction across three high-mix, high-volume aircraft engine component repair and overhaul facilities, I successfully reinvigorated and implemented lean and continuous improvement concepts by:- Tailoring traditional lean concepts to highly-variable value streams, by use of analyses like PQPR, to define new value streams.- Creating detailed value-stream maps, enhanced with data analytics, to identify waste.- Quantifying allowable cycle and queue times, ideal batch-sizing, WIP, and required operators and machines to meet turn-around time and throughput goals.- Leading and participating in action workouts, assigning deliverables, and driving rigor to resolve identified issues.- Creating new plant and cell layouts to drive more efficient processing, reducing queue time and improving on-time delivery to up to 60%.- Partnering with plant workforce, from leadership to shop floor employees, to instill a culture of lean and drive for continuous improvement.- Communicated efforts and results to senior supply chain leadership as unbiased third-party, highlighting areas to maintain and areas to improve.

Global (Usa, France, Uk, Mexico, India, And Germany)

The VCPLab (Variable Cost Productivity) was a collaboration between GE’s Global Research Center and Aviation Engineering to improve product margins across all six GE businesses. As a senior member of the VCPLab, I successfully contributed to this goal and changed the company culture around product cost by:- Leading and supporting product cost-reduction for various global products: Locomotives, wind-turbine electrical generators and motors, power generation gas turbines, industrial electrical distribution and transmission equipment, and crude oil and gas extraction equipment.- Developing detailed physics-based cost models for purchased parts, combining manufacturing knowledge with robust problem solving skills. In addition, creating processes and rigor around cost modeling techniques (both software-based and physical component teardown/reverse engineering).- Developing analyses to determine product cost entitlement, product cost exposure, and identifying the parameters that scale cost across a portfolio of products (cost derivatives).- Collaboratively working with internal/external Supply Chain to use cost analyses in successful supplier negotiations and developing techniques to ensure best-practices were instilled in product procurement culture.- Partnering with Product Managers and design engineers to identify high-cost drivers, execute cost-reduction ideas, and develop design-to-cost and design-to-value fundamentals.

Greater Boston Area

ITEP was a demonstrator turboshaft engine design, built, and tested to support a bid to re-engine several current and new US Army helicopters. The success of ITEP led to GE being awarded the production contract for the T901 engine. In addition to combustion team leader, I owned and was responsible the mechanical design, manufacturing, program schedule, and ultimate delivery of the ITEP demonstrator engine combustion system. I successfully achieved these goals by:- Leading overall combustion design team (29 people), coordinating efforts across various supporting organizations, including aero, thermal, and stress analysis engineers, manufacturing and quality engineers, component testing operators, CAD designers, and hardware procurement specialists.- Designing, substantiating, and delivering the engine-level combustion system, meeting program goals and timing to support production bid. Design was successfully presented in several design reviews with technical leadership, program leadership, and the US Army.- Developing new process for early combustion system design evaluation, reducing evaluation cycle time by ~70% to support aggressive engine development timeline.- Designing and incorporating additive manufacturing (3D printing) into several components to reduce cycle time compared to conventional manufacturing.- Leading component-testing hardware team, leveraging existing testing facility hardware and adapting as-needed to test combustor in nearly half of the typical time frame.

Greater Boston Area

FATE is a demonstrator turboshaft engine, designed, built, and tested to prove state-of-the-art architecture, improved performance, and reduced cost. A key technology was the all-CMC (ceramic-matrix composite) combustion system, a first for GE. In addition to combustion team leader, I owned and was responsible the mechanical design, manufacturing, program schedule, and ultimate delivery of the demonstrator engine combustion system. I successfully achieved these goals by:- Leading overall combustion design team (51 people), coordinating efforts across various supporting organizations, including aero, thermal, and stress analysis engineers, manufacturing and quality engineers, component testing operators, CAD designers, and hardware procurement specialists.- Designing, substantiating, and delivering the first all-CMC combustion system for GE, meeting program goals on time. Design was successfully presented in several design reviews with technical leadership, program leadership, and the US Army. The combustion system was noted as one of the highlights of the GE FATE Program.- Creating a series of risk-mitigation plans to ensure a combustion system would be available for development engine testing due to the nature of the concurrently developed CMC material.- Overseeing procurement of 550 parts and 50 part numbers by 12 suppliers and effectively communicated design changes during design development.- As lead inventor, co-wrote nine patents (pending) for various novel aspects of an all-CMC gas turbine combustion design.

Boston, Ma

T408 is a productionized next generation turboshaft engine for the CH-53K heavy lift helicopter, used by the US Marines. I owned and was responsible the combustion system. This included a mechanical design that met all requirements, a manufacturable-design for high producibility, and support of initial production for customer delivery within 3 years. I successfully achieved these goals by:- Designing and substantiating the mechanical aspects of the combustion system, using engineering fundamentals, design (Unigraphics) and analysis (ANSYS) software, and experimental testing. Design was successfully presented in three design reviews with technical leadership, program leadership, and US Army.- Creating and issuing 14 engineering drawings for hardware procurement and wrote all official design change documents to address producibility issues and component/engine test results.- Partnering with Sourcing organization to procure all development hardware, combustion-testing hardware, and low-rate production hardware. This included effectively communicating design changes, readily addressing hardware non-conformances by visiting suppliers, and scheduling for on-time delivery.- Delivering first ten combustion system and supporting GE facility to properly assemble and install into development and production engines.