David Hilt Email and Phone Number

Provide Continuous Improvement methodologies and guidance to manufacturing and process driven applications. Apply and train personnel in Six Sigma methodologies, SMED, TPM and Shingijitsu Kaizen. Assess existing conditions and performance measurement systems. Utilize data to develop a plan of short term and long term continuous improvement. Design and implement measurement systems and revised process mapping to accomplish project. Provide training resources to all levels of the organization as required to accomplish agreed upon goals. Follow-up and mentor as much as client desires through the process.

- Directly manage 3 manufacturing plants- Increase capacity by 80% via downtime reduction and rate improvement / set-up reduction- Reduced manufacturing cost variances by $2.5mil in 2007- Cut coating costs per sq ft of large powder coat for steel line by 32% - Manage the EH&S efforts of 9 U.S. manufacturing locations- Assumed management of failing new Distribution Ctr start-up, recovered target customer lead time for orders, reduced mutli-million cust order backlog, resolved process problems and systems, placed new management team in position for future ongoing success.

- Plant required turn-around at request of corporate management at the beginning of the assignment- Behind schedule to Motorola and Nokia due to poor paint line performance, up to schedule in 3 months- Moved the gross margin line by 23% in first 10 months- Improved safety performance from one of ten worst in Textron’s 196 plant operations to #6 in 6 months- Implemented tooling maintenance and molding operations from zero to 3 million cell phone housings per month over a 3 month period.- Developed and implemented detailed coating cost metrics based on position/spindle for 2 standing edge paint systems with twin booth, reciprocators with rotating part holders. - Improved labor to standard on paint system from unfavorable 15% to favorable 20% without changing the standard, pure performance improvement; fiscal year 2002 vs. 2003.- Reduced material cost from 54% of sales to 22% of sales; fiscal year 2002 vs. 2003.