David Cunningham Email & Phone Number

Responsible for selecting, training, assessing and certifying internal business excellence trainers and facilitators otherwise known as Green Belt and Black Belt Business Excellence professionals. Establishes the training needs to support a cultural shift towards business excellence and maps out development plans for employees. Maintains a fully integrated training strategy and develops the delivery and roll out of Lean TRACC training in liaison with the organizational leadership. Provides ongoing mentor-ship and coaching at all levels both globally and regionally. Establish the best practice behaviors, and coordinate training activities at both a macro and micro levels.

Salt Lake City Regional Center

Lead high-value improvements to company processes and projects, in both transformational and transactional environments. My projects involved complex problems with high C level leadership and operational management visibility. As MBB, lead and supported operational excellence lean training and coaching for leadership development through a “learn-do-improve” methodology. In addition help develop 120 HR. of structured training for Lean Six Sigma Green Belt & Black Belt certification.

Hill Air Force Base, Ut

Oversight for 110 employees, multi-billion dollar project, in support of continuous improvement and interface planning with other contractual support personnel and Government Action Officers. Specifics classified by DOD and Congress

Driving member of LEAN SIX SIGMA Operational Excellence Committee. Authored Corporate Policy, SOP and legal agreements used for ISO Certification in February 2008 and in preparation for submission of Shingo Prize Award of Excellence in LEAN Manufacturing. Recruited and trained Corporate Managers in LEAN SIX SIGMA and continuous improvement initiatives internal and external to the supply chain. • Innovative, Effective Strategist and Negotiator - Reduced material cost $4.2 million. Centralized department to produce $2 M in cost-saving projects. Renegotiated 30% of material buys.• Leader in “Operational Excellence” - Responsible for driving LEAN and SIX-SIGMA methodologies in five facilities in North America ,one in Mexico and one Europe.• Instinctive Business Developer - Increased customer value on $174 million in sales revenue in the following industry segments; Biopharmaceutical, Medical Devices, Foodservice Equipment, Biodiesel / Ethanol Fuel, Power Generation and Department of Defense.• Proven Business Leader - Developed and implemented strategic goals and objectives resulting in; o 5% logistics cost reduction, 10% inventory reduction and 10% reduction of commodity and tactical procurement spend. o 10% working capital improvement, 30% receiving quality improvement and 2% increase in EBITDA.

Lead business development of new materials selection in the automotive airbag industry. Developed / executed marketing plans / programs for over 300 products. Improved product pricing 10%, profitability by 5% and strengthened corporate sales by 20% by implementing cost-cutting lean manufacturing initiatives. Opened two (2) new markets domestically and internationally.

Continuous Improvement Commodity Manager (1997-2005)Proven manager accountable for $100 million budget in sourcing components and subcontractors from Europe, Asia, North and South America, for five facilities in North America including Mexico. • Component savings of 8-10% annually while maintain a 99.5% incoming quality rating. • Created and directed Supply Partnering Management Teams to coach, consult and teach LEAN to the supply chain to improve quality, value and delivery of components and consolidated raw material specifications by 72%. • Presented to executive management summaries, market analysis, and SWOT analysis for strategic components sourcing in LLC (Low Labor Cost) countries and avoidance of raw material import duties.Corporate Publications: Authored abstract in raw material management used as part of the winning submission for the prestigious 2003 Shingo Prize Award of Excellence in LEAN Manufacturing.Continuous Improvement Capital Equipment Procurement Manager (1995-1997)Strategic Capital Equipment manager accountable for $54 million budget in subcontracted capital equipment and $12 million fabricated tooling for three North America facilities. • Strategic Planning - Developed LEAN strategies to reduce lead-time of capital equipment from 26 weeks to 8 weeks and reduce engineering cost by 20% resulting in $5 million savings annually. • Technical Support - Provided technical support to reduce tooling cost by 43%, and lead-time from 6 weeks to 7 days. Corporate Publications: Authored Corporate Capital Equipment Purchasing Procedures.Continuous Improvement Engineering Manager (1990-1995)Experienced manager who established procedures, budgets, and action plans for LEAN manufacturing and semi-automated U cell equipment implementation. Supervised nine engineers and received two letters of appreciation for outstanding contribution to profit revenues in excess of $6 million each year.

Shingo Leadership Discover Excellence, Executive Management

Bs, Metallurgical-Engineering Minor: Metallurgical Technology And Industrial Radiography

Activities and Societies: Committee Chairman, American Society of Metals, Area Vocational President.

Bs, Industrial Radiography

Associate, Welding