David N. Email & Phone Number

Milwaukee, Wi, Us

Waukesha, Wi

Hold bottom-line accountability for $130M+ product line and development of improvements that enhance operational workflows. Execute stage process by managing resources, gaining approvals, and training junior staff. Facilitate weekly voltage regulator marketing sales pulse forecasting meetings. Coordinate with supply chain teams and contract manufactures.• Product Planning: Standardized and stabilized Multi-Generational Product Plan (MGPP) process for CL-7 control by directing cross-functional teams and establishing biannual launch cadence for firmware, software, and hardware features. Produced $1M+ control sales increase between 2017 and 2020, facilitated doubling of control engineer budget, and enabled CL-7 to become highest ranking PSD NPI project during annual road mapping and Waterline process. Sparked $30M in revenue growth for aftermarket CL-7 sales over past three years.• Program Management: Spearheaded EVER-Tap Vacuum Regulator NPI program featuring firmware, controls, and apparatus development; managed $1.4M capital spend with $1.9M expense resulting in projected YR3 $11.7M incremental sales.• Product Line Business Cadence: Eliminated critical firmware and software bugs by establishing JIRA Change Committee Board (CCB), implemented change management process by adapting electronic JAMA scope management systems for large projects, and installed monthly Regulator Project Leader 4-Blocker / Milestone Matrix tracker reviews. Led monthly literature meetings while liaising between marketing, quality, engineering, and manufacturing teams which ensured accurate product-related content within marketing collateral as well as manuals.

Waukesha, Wisconsin, United States

During my time as a Program Manager, I directed day-to-day and long-term operations for various complex portfolios. My role was to execute projects and remove roadblocks for various groups and levels to achieve their production goals. I developed and edited training documents, standard work, scorecards, and metrics to consistently meet cost productivity targets. I also fostered a workplace culture centered around continuous improvement.● Program Manager (PSD): Managed project portfolio for $1.1B division of Eaton Electrical Sector. Led cross-functional teams, including marketing, engineering, operations, and finance to meet business goals for new product development (NPI), capital spend, and cost out.- Guided 2015 PSD project portfolio management process that produced $27M cost saving projects vs. target of $30M (1.3% Net) and 25% NPI sales index vs. target of 20%.- Achieved 85% on-time to commit for launch dates vs 95% goal while directing continuous improvement.- Governed $29M capital spend while managing to stay within $100K of targeted 2015 spend.● Power Delivery Division: Led program operations for $600M division of PSD covering coordination, approval, execution, and reporting for all projects. Oversaw capital monthly forecasts with $12M to $15M annual budget. - Managed $12M capital spend while championing PSD project portfolio management process that generated $22M cost saving projects vs. target of $25M (1.5% Net)● LIPE Business Unit: Served as product development program manager, cost productivity and vitality champion, and capital coordinator for Line Installation and Protective Equipment (LIPE) business unit worth $250M.- Grew cost productivity (gross) from $3.4M in 2010 to $5.6M in 2011, $8.9M in 2012 and $6.2M for 2013; produced net productivity of 6.4% vs. 4.6% target in 2012.- Closed +80 open accounts worth $6M by establishing rhythm to consistently complete capital management reviews at each facility.

Waukesha, Wi

In this role, I oversaw the implementation of lean manufacturing methodologies at a LIPE facility with 330 team members. I also served as a coach for MVP participants (four Green Belts and five Black Belts) during their certification projects.● Process Improvements: Created two mature Focus Value Streams that sparked 10% productivity boost, pushed On-Time-to-Commit (OTTC) to +95%, increased On-Time-to-Request (OTTR) to approx. 90%, and reduced inventory by $600K. ● Logistics Management: Cut UPS shipping cycle 50% after executing multiple warehouse-focused green belt projects revamp layout for entire area, improving flow, increase ergonomic scores. ● Transactional Value Stream Mapping Events: Generated 30-point increase in OTTR by establishing plan for every part (PFEP) and reviewing +530 components consumed in focus VSM’s for develop effective replenishment strategy.

Milwaukee, Wi

Earlier in my career, I served as the division-wide lean resource for 16 U.S. based acid battery manufacturing facilities. It was on me to supervise a project to transform one area at each facility into a customer showcase. I started monthly 5S audits for all facilities while also implementing traveling 5S Best Practices and an awards program to highlight our team members’ achievements.● Kaizen Events: Planned and managed multi-plant SMED kaizens to close gap between ‘Best in Division’ change over time of 32 minutes and division average of +50 minutes.

Milwaukee, Wi

M.S., Engineering Management - Lean Concentration

B.S., Manufacturing Systems Engineering