David Lorang Email & Phone Number

• Leading 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.
• 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.

• Director 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.
• 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.

Bothell, Washington, US

• The 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.
• 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.

Bothell, Washington, US

• Led 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.
• 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..
• 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.

Bothell, Washington, US

• Managed 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.
• 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.
• 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.
• 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.
• Sponsored structured kaizen events to boost productivity. Resulting in a 14% reduction in sigma cycle time.

Bothell, Washington, US

• Led 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.
• 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.
• 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.

Bothell, Washington, US

• Responsibilities 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.
• 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 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%.

Bothell, 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.
• 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.

Bothell, 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.
• 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.

Bothell, 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.
• 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.

Bothell, 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.
• 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.

Bothell, 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.

• 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.
• Worked with customers and suppliers to discuss design requirements and completion dates.

Bachelor Of Science - Bs, Mechanical Engineering, (Bsme)

Associate Of Arts - Aa, Business Administration And Management (3 Years) And Engineering (2 Years)