David Tomlin Email & Phone Number

Pittsburgh, Pa, Us

Responsible for day to day and strategic activities with the goal of maximizing safety, stability, process improvements, cost management and profitability.

Pittsburgh, Pa, Us

Led operations with the charter to optimize growth and efficiency with limited increase in headcount. Responsible for all aspects of day-to-day operations including product development, international procurement, sales, marketing, accounting, human resources, facilities, warehouse operations, inventory control, quality, safety, and management of revenue and profit growth.

Albertville, Alabama, Us

Cleared backlog of 50 locomotives by implementing quality gates and visual progress boards for better sync of daily goals and customer requirements. Adapted methods to new locomotive starts resulting in a reduction of 3,200 man-hours per locomotive.Led all aspects of day-to-day production operations including warehouse operations, manufacturing operations, paint application, testing operations, quality, safety, and management of cost and schedule performance.

Washington, District Of Columbia, Us

Responsible for ship construction from first plate cut to launch of the ship. Accomplishments include:o Improved module completion rate from 65% to 97% before launch.o Improved steel construction productivity from 50% to 100% while reducing headcount. o Exceeded the Navy requirement of 80% ship completion prior to launch. o Reduced construction costs $5M per ship.Additional responsibilities included relationship building with the union membership and collective bargaining unit, and negotiations with the union regarding contract renewal. Span of Control included 4 ships in various stages of construction and oversight of over 850 union employees and 61 area managers, general foremen and foremen.

Henderson, Western Australia, Au

Responsible for module construction from First Plate Cut to the Transport and Delivery of Completed Modules to the erection halls. Implemented shadow boards and lean improvements that resulted in the following process improvements: o $1M annual savings in tool losses.o 30% cost reductions from USNS Spearhead to USNS Choctaw County. o 15% cost reductions from USS Independence to USS Coronado to USS Jackson.Designed, built, and operated a 750K square foot facility to integrate completed assembly modules into LCS and JHSV Navy ships. Phase I of the facility was completed one day ahead of schedule and $1M under budget. Span of Control included 500 non-union employees and 25 Trade Managers, Foremen and Supervisors.

Responsible for reducing costs and achieving customer demand, while increasing total annual revenue. Implemented Lean Methods and employee engagement resulting in: o Annual revenue growth from $8M to $20M. o Annual cost savings of $1.7M. Span of Control included 100 non-union employees and 25 salaried employees. This included Manufacturing, Engineering, Procurement, Finance, and Maintenance.

Performed multiple roles resulting in promotion to VP/GM of the Aftermarket Business Unit with locations in Montgomery and Detroit ($20M revenue combined). Implemented Lean Methods resulting in improved on-time delivery performance from 60% to 99%; reduced external defects by 43%; reduced inventory levels by 50%; reduced workforce by 10% while increasing sales by 15% in a mature market; and increased profitability by 10%. Span of Control included 250 non-union employees and 35 salaried employees in manufacturing, engineering, procurement, process engineering, marketing and sales, and maintenance.

Bachelor Of Science (Bs), Business Administration And Management, General

Associate Of Science - As, Design Technology

Business Administration And Management, General