David H. Thoma Email and Phone Number
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David H. Thoma personal email
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d.thoma@dtcfirm.comDavid is a highly skilled global operations executive providing interim leadership solutions in manufacturing, engineering and supply chain. He leverages an established legacy of 20+ years as a solid leader serving in the healthcare, aerospace, and general industrial sectors in Fortune 100 and startup companies. Results achieved by linking strategic planning, contractor / partner negotiations, lean methodologies, and operations optimization. Spearheading noteworthy successes in business turnarounds, joint venture agreements, multi-site operations, business integration, global partnerships, and complex supply chain management.Managed worldwide programs and projects in Asia, Central America, and Europe, and negotiated distributorships in the UK, Mexico, Germany, and South America. Examples of corporate wins include:♦ Expertly directing business and manufacturing operations that are facing stress.♦ Applying Six Sigma methods to maximize resources, capital, and production. ♦ Leading major programs / projects within tight budgets and schedules.♦ Achieving operational efficiency improvements that enhance quality and reduce costs.♦ Empowering teams by mentoring, providing tools to meet goals, and supporting their success.As a Subject Matter Expert and skilled communicator, David is adept at clearly presenting aspects of projects to both the C-Suite and the floor; and as spokesman to the media and organizations. Peers describe him as “fair, honest, empathetic, approachable, visionary, demanding excellence, and professional”. Personal philosophy: “The participative model gets the fullest output. Providing clear expectations and instilling trust will yield accountability and the highest performance.”Common mispelling: Thomas, Toma, ThomenSpecialties: Global Operations, Interim Leadership, Six Sigma, Operations Integration, Program Management, Continuous Improvement, Supplier Selection, New Product Commercialization, Consolidations.
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Founder | Interim Leadership | Global Operations ExecutiveDtc Solutions Aug 2010 - PresentHyattsville, Maryland, UsDTC Solutions, Inc. is a technical consulting practice that specializes in providing interim management, change leadership, and process development for small and medium-sized manufacturing companies operating in highly regulated environments.Demonstrable results are achieved by linking strategic planning, contractor and partner negotiations, lean methodologies, and optimization of operations. Spearheading notable successes in business turnarounds, joint venture agreements, multi-site operations, business integration, global partnerships, and complex supply chain management.
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Interim Site Director | Operations ConsultantMarel Stork Poultry Processing B.V. Oct 2011 - Jun 2013Boxmeer, Nb, NlDTC assisted this multi-national by leading several change events that strengthened its balance sheet while re-structuring the manufacturing leadership. Retained to locally develop a supply-chain organization and lead the deployment of a standard manufacturing model at the Gainesville, GA facility.♦ Reduced manufactured and purchased cost variances by 40% and 25% respectively by instituting new “make versus buy”, forward planning, and re-shoring processes.♦ Reduced part production lead-time by 33% and improved on-time delivery performance 37% through the application of lean sigma and quick-response manufacturing practices.♦ Serving as Interim Site Director, enabled client firm to avoid replacing a several Vice President roles, while leading manufacturing operations to its highest output in four (4) years. -
Vice President, Professional DevelopmentApics Triangle Chapter Jun 2011 - Jun 2012Cary, Nc, UsServing as a Board Member, and directly responsible for developing and delivering Professional Development products for the APICS-Triangle Chapter:♦ Developed and managed the annual department operating budget, proposed fee and rate structure ♦ Delivered greater than 25% reduction in operating expense while improving content and increasing participation♦ Led the content development, selection of topics, presenters, and venues♦ Maintained close relationships with leaders of major companies♦ Supported the organization and facilitation of remote site tours & learning events -
Strategic Operations Consultant | Interm Leadership | Global Operations ExecutiveParata Systems Aug 2010 - Oct 2011Durham, North Carolina, UsStrategic Operations Consultant; 250 employee, $100M, pharmacy automation OEM Working directly with the CEO & CFO, David supported this manufacturer with organizational design, reduction of their supply chain complexity, and developed new elements of value-add for customers.♦ Assisted client in developing an organizational design that permitted the sustained elimination of a layer of operations management through team concepts and empowerment.♦ Reduced product lead-time by 25% and importation costs nearly 45% by developing a plan to eliminate third-party involvement on a private labeled product from S. Korea.♦ Developed new capabilities for final product configuration that reduced customer request response times from weeks to days, while reducing inventory exposure through a postponement strategy. -
Vice President, Manufacturing & OperationsParata Systems Jul 2007 - Aug 2010Durham, North Carolina, UsMcKesson Corporation / Parata Systems Division, Durham, NC, and Alexandria, LA. A subsidiary of a $100B, 30,000 employee health care company specializing in pharmacy drug distribution, health care IT, medical supplies, and pharmacy automation. ===VP, Manufacturing Operations and Senior Director, Engineering and Manufacturing===Tapped for position after assuming the accountability for Inventory, Planning, Logistics, Purchasing, and Facilities. Tasked with reversing the negative impact on revenues due to healthcare reform and the economy. Launched strategic initiatives to restore fiscal stability.♦ Restructured several departments, reducing operating expenses by 12%. ♦ Renegotiated major contracts with leading manufacturers to cut new product cost of sale, which increased margins by 10%, 6%, and 7% respectively across 3 key products.♦ Concentrated the Service department on refurbishment activities resulting in a 7% bottom-line savings; focused Materials and Logistics on sales of consumable product, thereby contributing 36% to revenue.♦ Developed new product derivative “in house”, yielding 2.5% in unplanned revenues.
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Vice President Of ManufacturingParata Systems Jun 2006 - Jul 2007Durham, North Carolina, UsRequested by new owners to lead the transition and modernization of business integration. A new division acquisition required close of the Alexandria, LA plant and establishing a new facility in Durham, NC. Complete knowledge transfer was critical to the M&A success.♦ Teamed with HR to give relocated employees communication plans, retention packages, and relocation offers, and advanced notice to laid-off employees.♦ Retained key staff, achieving a complete knowledge transfer, while 70% of those laid-off were re-employed in 4 months. The startup in Durham occurred with zero defects.♦ Developed a plan to acquire specific new equipment in Durham while disposing of old equipment in Alexandria, allowing parallel efforts between facilities and slicing lead time and risks.
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Senior Director, Manufacturing & EngineeringMckesson 2004 - 2006Irving, Texas, UsMcKesson APS designs, manufactures, and sells pharmacy automation devices. ===Senior Director of Engineering & Manufacturing and Director of Operations===Promoted after unplanned departure of Engineering VP and Project Management Director. Required swift assumption of validation lab and delivery of software products without affecting timelines and rapid-fire actions to avoid DoD penalties.♦ Restructured organization, delegated authority to operations, and matched employee strengths to tasks, quickly winning their buy-in.♦ Collaborated with Legal, Regulation, and software developers to head an internal bug fix, brought program on track, and avoided business loss and DoD penalties.♦ Teamed with Manufacturing and Engineering to produce a legacy product efficiently and profitably. Cut shipping time by 36%, and extended product line lease 2 more years.♦ Renegotiated agreement with supplier in Switzerland to support billing in USD, and a currency reconciliation structure. Cut minimum orders by 50%, and created new firmware. Efforts led to ease of doing business, renewed attention to sales, and doubled product exports in one year.♦ Led the space, infrastructure, and layout design of consolidated facility for manufacturing, warehousing, and transportation. This bridged the gap between corporate real estate and local contractors, and avoided lease renewals on two former sites. -
General Manager, Uk Operations | Global Operations ExecutiveNorthrop Grumman; Veam/Tec Oct 1999 - May 2003Falls Church, Va, UsNorthrop Grumman, VEAM/TEC Division, (FKA Litton Industries) Southgate, London, and Glenrothes, Scotland, GB. VEAM/TEC Division provides design, manufacture, and sales of interconnect devices.===General Manager (Managing Director)===Promoted to role to assume the facility in Scotland, and manage business integration. Shortly, my charter changed to consolidating costs and making the division attractive for sale to a competitor.♦ Advocated a plan to add a distributor in the UK, resulting in reduced inventory by some 7%, and reducing small order response time by 30–200%, depending on product.♦ Collaborated with Legal and Corporate to divest 3 non-core products, slashing inventory by >18%, capital assets by some 22%, and staffing by >15%, which increased attractiveness to buyer.♦ Supported purchasing an exclusive right to manufacture and sell a propriety range of power products, locking out competition for 3 years.♦ Endeavors won 33% of a major government program, and combined with operations improvements. This culminated in purchase of our group by a competitor aligned with corporate goals.===Director of Operations===Recruited to this role at the time of Northrop’s acquisition of Litton. Challenged with driving group integration without burdening a small business unit with excessive overhead. ♦ Led the analysis of duplicate manufacturing feasibility between new and existing sites to determine what to consolidate or expand, which led to centralizing one product line at the site in Italy, reducing product costs some 12%.♦ Reorganized operations staff, and headed cross-training and standardized work documentation to permit addressing new product launches of more complex military application products.♦ Boosted new product sales some 30% of revenues, and raised the gross margin an average of 3% across the division in 12 months. -
Director Of Offshore Operations | Global Operations Executive | Manufacturing OperationsWinchester Electronics, Litton Industries Feb 1988 - Oct 1999Winchester Electronics Division, Nogales, Sonora, Mexico$4B sector supporting global defense through systems integration; 10,000 employees, $3.5M Budget.===Director of Offshore Operations===Promoted to position and challenged with resolving the logistics problems due to physical distance from a newly acquired business in Northern California.♦ Evangelized integration of a new product line at site in Mexico for customers in the US, and led addition of an assembly and test facility at the site in Malaysia for customers in Asia.♦ Swift ramp-up in Malaysia resulted in retaining a customer contract worth some 30% of planned revenues, slashed response time to Asian customers by >200%, and reduced labor costs by 70%.♦ Established a multi-product distributor in 2 locations in Mexico, allowing Litton to bid on a large metro-system contract, and gaining agent’s expertise in fiber optics.♦ Collaborated with senior team to structure a joint venture with a competitor in Germany, a distributor in Taiwan, and Litton. This reduced capital investment in a new product line by 50%.===Plant Manager, Mexico===Internally recruited for my project management successes and knowledge of manufacture in Mexico. Resolved rampant problems with high inventory shrinkage, high scrap rate, faulty part counts, missed shipments, and high employee turnover. ♦ Replaced all expatriates with internally promoted local staff, driving internal accountability, improving performance, and gaining support of site staff. ♦ Cut turnover from 14% to 9%, achieved inventory accuracy without theft, and missed zero shipments.===Project Engineering Manager, Watertown, CT===Promoted to establish a new department to provide greater range for acquisitions and off shoring in Asia, in particular South Korea. Oversaw rapid ramp-up of production line duplication and staff training cycle in South Korea, which enabled our local business partner to private label our products.
David H. Thoma Skills
David H. Thoma Education Details
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University Of Phoenix; TucsonGlobal Management -
Central Connecticut State UniversityIndustrial Technology; Manufacturing
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Nhti, Concord'S Community CollegeApplied Science; Mechanical Drafting
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Harvard Business SchoolProfessional Development
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The Wharton SchoolProfessional Development
Frequently Asked Questions about David H. Thoma
What company does David H. Thoma work for?
David H. Thoma works for Dtc Solutions
What is David H. Thoma's role at the current company?
David H. Thoma's current role is Founder | Interim leadership | Global Operations Executive | Board member.
What is David H. Thoma's email address?
David H. Thoma's email address is th****@****hoo.com
What schools did David H. Thoma attend?
David H. Thoma attended University Of Phoenix; Tucson, Central Connecticut State University, Nhti, Concord's Community College, Harvard Business School, The Wharton School.
What skills is David H. Thoma known for?
David H. Thoma has skills like Leadership, Six Sigma, Team Building, Lean Manufacturing, Purchasing, Human Resources, Executive Management, Servant Leadership, Logistics, Start Ups, Business Development, Supply Chain Management.
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