Hutchinson designs and produces customized materials and connected solutions within automotive, aerospace, defense and industrial business segments to respond to the needs of its global customers, on land, in the air and at sea. A global leader in vibration control, fluid management and sealing system technologies, our Group stands out with a multiple market offering spanning multiple areas of expertise and delivering and value-added solutions.

A multi-site steel fabricator that provides manufacturing and steel service center solutions throughout the west coast.Division leader with full financial performance accountability responsible for sales, customer service, engineering, operations and human resources.• Deployed operational excellence throughout all segments of the operating unit. The engagement achieved higher levels of performance in productivity, quality, safety, customer service and sales.• Deployed supply chain partnership initiative that led to improved material purchasing system and entered into material consignment agreement that resulted in $748,000 in cash flow savings.• Re-structured sales organization and deployed performance based system that is resulting in higher level of customer engagement, development of sales associates and overall improved customer satisfaction.• Through lean engagement initiatives improved operating performance in delivery, quality, and productivity, order transformation and cost which resulted in 20% improvement in margin performance and 10% improvement in ROI.

A global division of Esterline that manufactures high-temperature and thermal engineering solutions for leading aerospace, defense and commercial industrial companies. Engineered Materials manufactures sealing systems, elastomer solutions, thermal insulation, composites and clamping devices for the aerospace, aircraft, military and industrial sectors.

General management responsibilities with top line P&L accountability responsible for deploying an operational start-up venture for Esterline in Tijuana, Baja California. Responsibilities encompassed all facets of business functions for the successful launch and growth of a best cost country factory. • Effectively planned and deployed business venture which resulted in start-up of a new operating unit. Led planning and deployment of business and operational readiness objectives which included site selection, hiring of local management team, facility readiness, import/export compliance program, quality systems/part/process qualification requirements consistently met growth and operating objectives through employee engagement.• Championed work force development programs that adapted the effective use of Esterline Performance and Engineered Material Lean Enterprise systems. The efforts generating a high level of team member engagement while driving operational performance levels throughout all levels of the division.• On-time delivery performance at 99.5%, DPPM <2,500, scrap is less than .08 % of volume produced and productivity that realized a 40% improvement in a high growth and new business integration environment. • Led the transformation of an underperforming operating unit within Engineered Materials. The injection molding company was a newly acquired business for Esterline. Past due orders were reduced from twenty days of past due backlog to less than three days within a five month period. Sales per FTE improved by 15 % and the organization AS9100 quality system registration was regained during the leadership engagement period.

Responsible for the forecasting, production/control planning, manufacturing, customer service, process engineering, facilities maintenance, environmental/health and safety systems, and the profitability of four business units, with annual sales of eighty five million. •Through the integration of a lean enterprise system improved customer satisfaction and operating P&L performance. On-time delivery was improved from 50% to 95% through operational lean transformation. Productivity improved by 25% and manufacturing lead-time was reduced from 8 weeks to 4 weeks.•Through effective execution of change management initiative deployed an organizational design change that centralized the planning/scheduling. The initiative contributed to improvement in order transformation time from 14-days to 2-days and implemented an order level loading process that drove key account on-time performance from 65% to 98%. •Introduced supply chain program for key growth customers which led to a systemized inventory management replenishment program that allowed product to be delivered within a 24-hour period while maintaining company inventory turn objectives. •Through deployment of quality initiatives effectively reduced scrap by 50%. For the reporting periods FY 2006 through FY 2008 attained a $250,000 scrap reduction level. •Defined and deployed an effective EH&S organizational structure that initiated the deployment of systems that achieved regulatory compliance and employee wellness objectives.

Responsible for the forecasting, production/control planning, manufacturing, customer service, process engineering, systems, and the profitability of two business units, with annual sales of forty eight million of operating sales. •Through team member leadership development programs and lean enterprise implementation plans effectively improved customer satisfaction, organizational performance and employee involvement.•Past dues were reduced by 88%, on-time delivery performance improved by 60% and productivity gains of 25% were realized during this assignment. •Initiated material replenishment programs for key accounts which led to 10% year-over-year increase in revenue growth while maintaining organizational gross margin operating levels.