David Lorang Email and Phone Number
Director of Operations ► Continuous Improvement | Lean Manufacturing | Problem Solving | Business Strategy | Project Management | Team Development | Data Analysis | Manufacturing Engineering Leadership at
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Velocity medtech
David Lorang's Location
Redmond, Washington, United States, United States
About David Lorang
Expertise in engineering and operations leadership gained across career with hands-on experience in every aspect of plant operations – from staff engineer to Director of Operations. Implement lean principles to optimize continuous improvement throughout plant operations. Embrace collaborative leadership style with focus on developing strategic plans to produce meaningful business results. Seasoned project management skills honed through extensive problem-solving experience using exceptional written and verbal communication skills.Career Highlights:►IMPROVE PLANT OPERATIONS: Selected to turn around a struggling plant to improve performance in Safety, Quality, Delivery, Cost (productivity) and Morale (SQDCM).• Developed a plan to instill structure into the plant, with focus on following standards, visual management, problem solving, process discipline, escalation, leader standard work and coaching leadership team on required culture change.• First pass yield improved by 54%, lost time injury rate improved by 40%, on time delivery improved to 98% and productivity improved by 14%.►LEADERSHIP DEVELOPMENT: Mentored several team members over the years to support individual career goals.• Assisted in creating individualized IDPs to challenge individuals to think more strategically leading to eventual promotions. Established a 3-year vision and action plan for departments, developing a team charter, and following through with regular meetings to discuss progress to plan.► CONTINUOUS IMPROVEMENT: Empowered team to shrink manufacturing footprint of the Z45 value stream by sponsoring several lean improvement (kaizen) events simultaneously. This resulted in a complete re-layout of assembly line by combining work stations and shrinking from 6 to 5 mainline stations.• Reduced assembly footprint by 1800 sq-ft. • Flow was improved in fabrication by combining weld cells and reducing SWIP inventory. Reduced fabrication footprint by 4000 sq-ft.
David Lorang's Current Company Details
Velocity Medtech
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Director of Operations ► Continuous Improvement | Lean Manufacturing | Problem Solving | Business Strategy | Project Management | Team Development | Data Analysis | Manufacturing Engineering Leadership
David Lorang Work Experience Details
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Plant ManagerVelocity Medtech Nov 2022 - PresentLeading the plant consisting of three shifts manufacturing medical implant (plates & screws) and medical instruments with P&L responsibility.• Pulled team together, implemented discipline and standards in daily management system (MDI). Identified issues at department level (Tier 1), applied quick fixes & root-cause problem solving; escalated problems requiring additional help to Tier 2 level to track process plan, progress, and resolution. • Employed comprehensive cross-training program throughout plant, creating flexibility to move Team Members around where work is and increasing productivity by 25%.• Introduced SWIP (Standard Work in Process) throughout the system to combat variability, create stability, and improve ability to hit daily, weekly, and monthly production goals.• Increased monthly revenue 63% and improved OTD 40% by consistently hitting or exceeding production goals.• Worked closely with sales to get an early view of likely NPI wins by going over the pipeline and detailing plans to increase capacity and capability to get ahead of it.
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Director Of Manufacturing EngineeringVelocity Medtech Jun 2021 - Oct 2022Director of Manufacturing Engineering 6/2021 – 10/2022Lead the technical teams including Manufacturing Engineering, Tooling, CNC programmers, and Maintenance.• Transformed plate manufacturing area by challenging status quo with end-to-end overhaul of processes by product line/type, leveraging technology, programming, fixturing, and downstream process improvement, resulting in increased plate capacity of nearly 100%.• Improved downstream finishing capacity by implementing machine improvements to greatly reduce hand finishing work.• Drove proactive PMs and machine maintenance to increase equipment uptime (98.5%) and provide immediate response to equipment issues.• Oversaw specification, purchase, installation, validation and into production of (4) Swiss lathes, (3) 5-axis mills, post machine finishing equipment, and new passivation line.• Built cohesive, customer- oriented culture within the team.• Lead first 5S kaizen event to introduce concept and create excitement for implementation of lean principles; now the model for the company (3 sites).• Lead NPI efforts implementing several new products into production creating new revenue streams.
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Director Of Manufacturing Network ImprovementGenie – A Terex Brand Feb 2020 - Oct 2020Bothell, Washington, UsThe purpose of this role was to reduce our manufacturing cost structure by looking at our manufacturing footprint and the cost of 3PL services.• Evaluated Terex' manufacturing footprint globally and compared it with major competitors. Action plans were developed to move production and services to lower cost regions. Savings are projected to be tens of millions of dollars per year.• Led an initiative to better understand true costs of 3PL services to find opportunities to save money by developing and running company owned 3PL warehouses. Implementations led to projected savings of over $2.2M for 2021. -
Director Of Quality – Awp (Arial Work Platforms)Genie – A Terex Brand 2018 - 2020Bothell, Washington, UsLed a team of managers and engineers to refine and implement our quality management system throughout the AWP plants globally. Assessed the quality system of each plant and ensured they had a plan to improve to the standard. Regularly evaluated progress of the plan and coached each plant on their improvement targets.• Ensured quality of supply base by having supplier quality engineers conduct site evaluations. Executed a modified PPAP process globally and coached struggling suppliers 1:1. KPIs tracked and shared with suppliers. Improvement 10% YOY.• Guided plants globally through implementation of a strategic sourcing initiative. Leveraged buying power to find best suppliers at a lower cost. Resulting in $20M savings annually and increased quality while decreasing number of suppliers in Terex' supply base.
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Director Of OperationsGenie – A Terex Brand Apr 2011 - 2018Bothell, Washington, UsManaged a $450M revenue plan with a $60M operating budget. Set plant vision / direction and oversaw daily operations including production, safety, quality, materials, manufacturing engineering, maintenance, tooling, and the TBS team (Terex Business System - Lean Planning and Implementation Team). Created the annual operating plan and budget based on the SIOP (Sales, Inventory & Operations Plan).• Oversaw 2 value streams, paint and fabrication, and pins manufacturing. Launched a new product while ramping plant from 20 to 39 units a day and adding a second shift. Nearly doubling revenue and profit.• Launched a new daily management system resulting in increased performance in safety, quality, delivery, cost, and morale. Designed to make problems visible, encourage root cause problem solving, drive adherence to standards, and enhance communication and team member engagement.• Overhauled workplace organization (5S) throughout plant by executing a standard, engaging team members and holding people accountable. Coaching and scheduled shop walks with department managers and was a key component to success. The result was improvement in SQDCM.• Initiated a new quality system and recognized a 54% improvement in internal quality metric of issues per unit. The system included visual audits, self and successive checks and poka-yokes performed throughout production processes. Resulting in positive customer feedback.• Sponsored structured kaizen events to boost productivity. Resulting in a 14% reduction in sigma cycle time.• Reinforced importance of professional development by ensuring each team member had meaningful individual development plans. Enhanced professional growth was achieved in support of company goals.
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Operations ManagerGenie – A Terex Brand 2008 - 2011Bothell, Washington, UsLed cross functional teams (3 value streams, Paint, and Fabrication), RT69 redesign implementation team, and the Manufacturing Engineering Team in a 180K sq-ft facility. In addition, I led all of the support teams for South Campus including Quality, Maintenance, Manufacturing Engineering, and Tooling; focusing on sharing best practices between facilities.• Initiated leader standard work for all plant leaders (Team Lead to Director). Resulting in better adherence to standards and improvement in manufacturing KPIs.• Boosted output on three value streams to satisfy customer demand while safely meeting or exceeding all quality targets. Direct run improved from 83% to 91%. Far exceeding issues per unit target for class A issues of .258 by hitting .093 issues per unit as measured in end item audit.• Directed project team to enable success hitting every major milestone during RT69 new product introduction. Despite timeline being condensed several times, project came in on time and on budget enabling product to get to market for peak buying season.
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Engineering ManagerGenie – A Terex Brand 2006 - 2008Bothell, Washington, UsResponsibilities included leading the Manufacturing Engineering, Maintenance, Tooling, Kaizen and Moonshine Teams. Provided support for five Production Managers responsible for three value streams, fabrication, and the paint department.• Redesigned the Small Boom production system to shrink its footprint and relocate it into another building. Creating space to expand production on two remaining value streams to meet customer demand.• Implemented a preventative maintenance program for tooling department. Results were a 15% improvement in tooling uptime.• Guided team to design and build several right sized machines to assist production teams by improving safety and ergonomics, and reducing costs. A semi-automated punch press and tooling were designed, built, and introduced into production saving ~$1.2 million dollars annually.• Introduced a behavioral based safety program, greatly advancing a culture of safety and reducing OSHA recordable incidents.• Led a team of engineers responsible to ramp up three value streams increasing production output by 50%.
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Production ManagerGenie – A Terex Brand 2003 - 2006Bothell, Washington, Us• Led the fabrication department including three shifts of operation (approx. 45 TMs). Daily emphasis on Safety, Quality, Cost, and on time Delivery of parts to our internal customers while implementing the lean principles of the Terex Operating System (TOS).• Developed and deployed a visual, 12 month, strategic improvement plan. The plan included replacing older capital equipment, 5S improvement, developing go, no-go gauges, poke-yokes, developing and deploying a visual kanban system, developing a TPM program and running several TPM themed TIP events. Improvements were also made in part presentation and flow into and out of the supermarkets. A cross training matrix was developed with a goal of having at least three TMs trained on all pieces of equipment.
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Tooling And Maintenance ManagerGenie – A Terex Brand 2002 - 2003Bothell, Washington, Us• Led a team of tooling machinists and designers to develop robust weld, machining and assembly tools to flow with the manufacturing process. Special attention is given to ergonomics and flexibility. During the redesign process we were able to eliminate a number of overhead cranes through the development of right sized machines and tools to assist in material handling of heavy parts & weldments.• Focused on team member development and was able to offer Solidworks and tool design training to several machinists. Was able to promote 2 machinists to tool design positions.• As the maintenance manager I worked to keep the plant running on a daily basis. Improvements were made to the preventative maintenance and spares program to ensure maximum uptime of the manufacturing equipment.
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Engineering SupervisorGenie – A Terex Brand 2000 - 2002Bothell, Washington, Us• Led a team of Mfg. Engineers and Engineering Technicians. Worked with the production managers to improve fabrication processes and manufacturing methods. Including putting a plan together to increase fabrication throughput, improve flow, address safety concerns, and implement lean principles.• Played a key role in putting a plan together to increase fabrication throughput from 73 to 90 units per day. Done by evaluating bottlenecks and increasing capacity at these bottlenecks as well as improving the fabrication layout to improve flow.
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Manufacturing Engineer / Production SupervisorGenie – A Terex Brand 1998 - 2000Bothell, Washington, Us• Led a team of 30 production specialists, machine operators, and welders ensuring clear communication between dayshift and nightshift, Fabrication, E-coat, Assembly, and the Plant Director. Improved 5S levels, implemented standard work and other lean principles through the 3P process and focused kaizen events.• Responsibilities included delivery of the chassis and links daily production rates for the Scissor Lift Plant. Team member development and leadership were the keys to success in this position. • Transformed the link fabrication line from very low morale and almost never hitting required production rates, to higher morale and consistently hitting rate safely and without overtime.
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Manufacturing EngineerGenie – A Terex Brand May 1996 - 1998Bothell, Washington, Us• Increase manufacturing safety and efficiency through process and equipment improvements and automation. Specification of manufacturing equipment and production methods (including standard work). • Implemented process and design improvements to reduce cost and increase manufacturability as well as set up of manufacturing lines. Focused on establishing flow and reducing SWIP inventory. Responsible for troubleshooting (root-cause analysis), decision-making and ensuring quality at each process, and implementing design changes through the ECN process.
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Mechanical EngineerAustin-Mac Inc 1994 - May 1996• Responsibilities included taking field measurements, engineering calculations, creation of engineering drawings and write-ups, making templates, writing estimates, ordering parts and working with shop employees and other engineers.• Worked with customers and suppliers to discuss design requirements and completion dates.
David Lorang Education Details
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University Of Washington(Bsme) -
Shoreline Community CollegeBusiness Administration And Management (3 Years) And Engineering (2 Years)
Frequently Asked Questions about David Lorang
What company does David Lorang work for?
David Lorang works for Velocity Medtech
What is David Lorang's role at the current company?
David Lorang's current role is Director of Operations ► Continuous Improvement | Lean Manufacturing | Problem Solving | Business Strategy | Project Management | Team Development | Data Analysis | Manufacturing Engineering Leadership.
What schools did David Lorang attend?
David Lorang attended University Of Washington, Shoreline Community College.
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