With 26 successful years of increasing responsibility in manufacturing and technical roles in a high paced manufacturing environment, I have a track record of creating a culture of continuous improvement in key performance indicators. I am confident that I can leverage this expertise to yield the results that your company desires.I enjoy developing and inspiring people to reach their potential through team building, strategic influence, and leading change. I strive to engage all levels of an organization to drive change and business results.My vision is to create a better future for associates, customers, the company, and the community. This vision is realized by providing a safe and secure environment in which associates can thrive, adding value by meeting customer expectation, increasing margins for the company, and investing in the communities where associates live.
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Plant ManagerShaw Industries Dec 2015 - Aug 2020Plant 22, Thomson, Ga• Leading a plant of 520 associates in the production of polyester and nylon-6 fiber • Directing operational excellence through inclusive leadership teams in EH&S, HR, Quality Assurance, Manufacturing, Maintenance, Production Planning, Technical, and Financial departments• Developing leaders through growth in behavioral competencies that lead to results• Steward for an operating budget of $200 million/yr. Demonstrating year over year improvement in process operating variances• Delivering cost reduction of $3 million/yr. through associate engagement to a shared vision and strategic plan• Sustaining a culture of continuous improvement in all functional areas through Lean/Six Sigma• Driving daily results to target through a tiered accountability process from the shop floor to the leadership teams -
Twist/Heatset ManagerShaw Industries Mar 2015 - Dec 2015Plant 22, Thomson, Ga• Responsible for leading a 233-person department in the manufacture of polyester yarn• Saved $1.3 million/yr. by developing frontline associates to be Lean Leaders to execute Kaizen, Standard Work, and 5S initiatives, and developing Process Engineers to be Lean/Six Sigma Leaders for continuous improvement initiatives• Reduced conversion cost by $0.02/lb. through improvements in efficiency, waste and rate increases
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Technical And Operations ManagerShaw Industries Mar 2006 - Mar 2015Evergreen Nylon Recycling Plant, Augusta, Ga• Executed a $25 million rehabilitation and start-up of the plant by collaboration with a multifunctional team. The plant successfully converted used carpet into a first quality raw material for nylon-6 polymerization.• Increased the output of the plant by 20%, saving $6 million/yr., by collaboration with contract engineering to execute capital process improvements.
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Technical ManagerShaw Industries Dec 2001 - Mar 2006Plant 22, Thomson, Ga• Reduced cost by $2.5 million/yr. by providing leadership for engineering teams in continuous improvement and fiber product development• Saved $1.3 million/yr. by developing and implementing a twin screw extrusion process capable of producing fiber with 95% recycled nylon-6 content• Increased fiber production by 42 million lbs./yr. by leading the process and product development teams to select and implement new spinning/drawing/texturing technology
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Production SuperintendentShaw Industries Sep 2000 - Dec 2001Plant 70, Bainbridge, Ga• Responsible for leading a 323-person extrusion/drawing/texturing department in the manufacture of polypropylene fiber production• Reduced fiber off-quality by 46% by implementing continuous improvement initiatives
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Extrusion Department ManagerShaw Industries Nov 1998 - Sep 2000Plant Wm, Dalton, Ga• Responsible for leading a 133-person spinning/drawing/texturing department in the manufacture of nylon-6 and polypropylene fiber• Implemented best practices to assure safety, quality and productivity compliance. • Reduced equipment downtime from 13% to 3% by leading manufacturing and maintenance teams in reliability improvement
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Production Engineer, Polyester Staple Fiber Manufacturing DepartmentWellman Mar 1995 - Nov 1998Palmetto Plant, Darlington, Sc• Reduced the OSHA incident rate from 3.2 to 1.1 by the implementing an associate driven behavior based safety process• Saved $635k/yr. in material cost by leading manufacturing and production planning teams in fiber inventory optimization• Reduced fiber waste by 34% by leading instrument and electrical technician teams to optimize product change-over processes -
Process Development EngineerWellman Jun 1992 - Mar 1995Palmetto Plant, Darlington, Sc• Increased output by 11% and eliminated $980k/yr. in crude glycol disposal cost by leading manufacturing and engineering teams to optimize the purification processes• Increased output by 32% and reduced conversion cost by $0.07/lb. by leading technical and manufacturing teams to develop and operate new polyester fiber spinning technology
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Process And Product Development LeadAlloy Extrusion Co Dec 1987 - Jun 1989Kent, Oh• Responsible for operating development lab including pilot mill and pilot extrusion line.• Developed custom dry rubber compounds including silicone, nitrile, EPDM, viton, neoprene, and natural. • Optimized additive fractions to achieve desired cure rates, tensile strength, tear strength, product density, and compression strength. • Interfaced with large-scale compound suppliers in order to transfer quality criteria, process and product requirements to their operation.• Developed extrusion processes for the dry rubber compounds. • Optimized die tooling, extrusion speeds, die head pressures, screw design, screen filter requirements, and salt bath cure conditions. • Scaled pilot extrusion processes to manufacturing lines
David Harless Education Details
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Chemical Engineering
Frequently Asked Questions about David Harless
What is David Harless's role at the current company?
David Harless's current role is Plant Manager at Shaw Industries.
What schools did David Harless attend?
David Harless attended The University Of Akron.
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David Harless
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