David Lehtovaara, P.Eng. (Retired) Email & Phone Number

Ontario, Canada

Toronto Operations

Driving cost reduction in Canadian Tire's Supply Chain by demonstrating the application of Hydrogen Fuel Cell Technology at the Brampton Distribution Center, powering ten Material Handing Mobile Equipment (MHME) vehicles with Hydrogen. The program has integrated a Next Hydrogen's Water Electrolyser with compression, storage and dispensing components to create a Hydrogen System capable of providing 135 kg of H2 per day. We are currently evaluating Fuel Cells from a few vendors to determine performance and prove the benefits.

Interim Manager of Facilities & Maintenance responsible for the Brampton DC and Airport Road warehouses.

Program to deliver a wireless access control system for mobile lift and energized equipment. This program entails three projects: development of an employee development management system that feeds authorization to Crown's InfoLink System; a project to create the infrastructure and pilot InfoLink; and a roll out project to deliver the benefits across five locations in the Toronto area.

A Professional Engineer, Project Management Professional, Lean Practitioner who is driven to create solutions, bring about change, mentor people and positively impact the success of organizations with projects and best practices that deliver results. Success would require bringing people and technology together productively to create Customer Value in a product, system or solution that is in demand by the Global Marketplace. The environment would be results based, where vision, goal setting, win-win attitudes and continuous learning are required to help teams overcome technical, scientific or process-related challenges.

Scope: Leadership, fiduciary responsibility, Governance and setting the tone at the top for an organization created to coordinate a variety of health services to maintain an individual’s health, independence and quality of life. Actions: CEO evaluation, a collaborative working relationship and a bias for taking difficult actions to create a stable leadership team fosters an environment of trust, respect and accountability internally and with our community partners. Strategies to develop PM and talent in a learning culture has refreshed attitudes, improved quality and client outcomes. Results: Today CW CCAC is a vibrant, performance driven organization with front line accountability, and a team who consistently outperforms, serving more unique individuals for the dollars received than any other CCAC in Ontario.

Scope: Leadership, fiduciary responsibility, good governance and setting the tone at the top for an organization created to coordinate a variety of health services to maintain an individual’s health, independence and quality of life. Actions: CEO selection, a collaborative working relationship and a bias for taking difficult actions to create a stable leadership team fosters an environment of trust, respect and accountability internally and with our community partners. Strategies to develop PM and talent in a learning culture has refreshed attitudes, improved quality and client outcomes. Results: Today CW CCAC is a vibrant, performance driven organization with front line accountability, and a team who consistently outperforms, serving more unique individuals for the dollars received than any other CCAC in Ontario.

Governance of the Association representing the common interests of the 14 CCACs in Ontario. The Associations Mission is to: Provide leadership, inspiration and serve as the collective voice for the contribution made by CCACs to an integrated health care system; Champion innovation, performance improvements and value proposition of community-based services; Served as Vice Chiar during 2010-11.Deliver high quality products and services which assist our members and partners in fulfilling their mission and mandate.

DNS Display created a unique product for Tim Hortons, a solution for advertising and to keep the Pay Pal system, Tim Hortons Foundation Coin Box and Tim Card Storage neatly on the counter. A LEAN Manufacturing System was created and the project managed, delivering 7500+ units ahead of schedule, under budget in French and English. Check it out the next time you load your Tim Card!

Scope: Retained by Associate VP to implement a material handling system for a new DC (1.5M ft2).Actions: Led a team of engineers, project managers and analysts to build, equip and bring on-line all the material handling equipment for a new regional DC. Accountable for: scope, schedule, $60+M budget, contracts stakeholder relations, progress reviews / reports, , risks, opportunities, final negotiations, IT interface in assembling, testing and handover. Notable achievements: earned value milestone payments, gained 8 weeks by contractors working in parallel.Results: Handover of integrated operational system to Genco achieved on time and under budget.

Remaining as Past Chair for a 2nd year. Lead monthly chapter meetings and organize events for the 2500 plus Engineers in the Brampton Chapter of the Professional Engineers of Ontario. Plan and execute events and drive change to strengthen our association and develop relationship between engineers, local and provincial government leaders and our community.

Appointed by the current Board of Directors to oversee the changes as the Community Care & Access Centre of Peel re-aligns it's boundaries with the Local Health Integration Networks. The Local Steering Comittee will determine the city/ location, assess real estate needs for the new CCAC, participate in the selection of a new Executive Director, develop the governance capacity (new Board) as well as operational tasks, ensuring that there is no impact to the service we provide to clients.

Scope: Retained by CEO to rescue a warehouse consolidation program (4 to 1) without impact to customer orders.Actions: Replaced the VP Operations and led team to improve order flow stopping the bleeding of cash in late penalties, then to turn-around the consolidation program centralizing operations in Indianapolis. Accountable for day to day operations, policies, China supply chain / returns, projects, process improvements, logistics / warehouse relationships, aged inventory, mitigating risk and inventory recovery from a warehouse with an unwritten contract that went sour.Results: Indianapolis online with accurate, on-time deliveries. Strategy developed into operational objectives/projects.

Provided Goverance to the Community Care and Access Centre of Peel, an Ontario corporation funded by the Ministry of Health and Long-Term Care. CCAC of Peel, with an $80 million budget, provides people of all ages with a single access point to health care and personal support services in homes, schools and beyond the walls of hospitals within the Region of Peel.As a Board Member I was accountable to the Ministry of Health. Five Board Members worked with the Chair, the Executive Director and the management team to ensure the cost effective delivery of services within our community and the completion of projects according to our strategic plan.

Scope: Retained by CEO to rescue a program to create a portal, web interface and on-line grant application system. High expectations, unclear requirements, an off-the-shelf product that failed “Go-live” strained vendor relationships.Actions: Assessed risk, built rapport, focused on success, facilitated requirements, information flow and website story boards. Projects were defined, win-win contracts negotiated / approved and plans executed to rewrite the front-end of on-line grant application, create the new website (www.sdtc.ca), portal and copy all in two official languages. Results: With relationships / attitudes we met the next grant application window / CEO’s commitment to the Board.

Scope: Senior VP R&D needed assurance that new product development would not be at risk by moving R&D Labs. Actions: Created / maintained a risk adverse schedule / process to move labs with go-no-go decision points linked to the building / infrastructure progress. Ensured equipment installation met quality standards (GMP) and safety regulations. Results: HPLCs moved only when off-line for maintenance / validation. Move postponed due to contaminated water.

Scope: CEO asked: Stop losses/ late deliveries! Organization struggled to consistently deliver quality on time. Actions: Led a team of PMs to establish tools, techniques and repeatable processes, along with the setup of MS Project Server on an intranet. Developed over a dozen lunch ‘n’ learn seminars, formal PM and MS Project training.Results: Established disciplined PM, value-added processes – sales to delivery and Joint Health & Safety Committee.

Scope: Joined for the challenge of turning around an MDS supplier who never delivered. Accountable for division’s P&L.Actions: Led turn around, implementing tools, techniques and methods of PM, developed /motivated a team of engineers, techs, PMs to design, develop S/W, build and install lab automation systems for drug discovery / Human Genome Project. Results: Delivered 26 lab automation systems with accountable, disciplined teams, working 15% overtime to consistently achieve a 45 % margin on $8M in annual sales. This contributed to a 14 fold increase in the stock price when CRS was sold.

Scope: Strategy to establish automated labs throughout the US would propel business growth and opportunity.Actions: Hit the ground running to turn-around a troubled project at CRS Robotics. As the single point of contact with all subcontractors managed the development and installation of lab automation H/W & embedded S/W.Results: Managed equipment supply for Toronto Medical, IRL Georgia, ARUP Salt Lake City. Improved contractor relations with win-win, drove R&D projects, developed Project Rescue skills and setup PM library and training.

Opened and closed SNOW, a 102KSF facility Final Product Staging operation in Milton.- Office, cafeteria and staging cell layouts designed- Worked with BRW facilities to tender & select General Contractor- Managed the renovation project, working with PM from Aecon to ensure quality to Nortel standards- Approved change orders relating to renovations- Equipped Staging cells and interviewed staff to man them- Responsible for the IT and physical security - Established infrastructure for effective operations including EH&S- Turned out the lights after moving assets/operation to Raleigh NC

Scope: Engineering support for the survival of Spec 400 Operation, open/close/consolidate operations. Actions: On the leading edge of technology, developed innovative solutions / solved complex problems. Developed / executed strategic initiatives and led people through change / continuous improvement for survival of the business.Results 1990 to 1994: Developed / drove strategic initiatives in Canada and internationally in Atlanta and Mexico City: • Designed, procured hand-held computers, custom S/W, installed a Radio-Frequency Stockroom Control System. • Consolidation into Kingston / accreditation of operations. Lean principles saved $1.6M / year with no additional staff.• Led an initiative to open an operation in Mexico City. Facility secured /set-up and stock transferred from Kingston.• Kingston stockroom redesigned with Carousels, Conveyors and Light Trees from consolidating / closing Atlanta. • Led a strategic initiative to get surplus materials returned from jobsite. Return-to-stock program saved $1M/year

Greenfiled Project- stakeholders brought together to create a uniform look & standardProject Engineer; Manufacturing Flow Reorg.:- Developed layouts/processes/coordinate renovations/moves- Implement Just-in-time, Kanbans, flow to reduce test by 20%- Task Lighting Study- Project Mgmt, scope to operation, Service Call Tracking System- Test Equipment Design / Mfg : Auto-dialer/ Call Thru Simulator

Directors Education Program - Dep 32

Apmc, Advanced Project Management Certification

Activities and Societies: Advanced PM Certification – Courses and 4 of 5 exams completed, currently studying for PMI - PgMP Certification.

Managing Information Technology Projects Effectively

Chief Privacy Officer Training

Activities and Societies: Developed a Privacy Audit by taking the QMI Audit Methodology and merging it with the Personal Health.

Pmp, Project Management

Received my PMP Certification from the Project Management Institute in 2000.

Just-In-Time Manufacturing & Finance

Passionate about the Five Principles of Lean: The “value” of goods or services are defined precisely from the perspective of the customer..

B.Sc., Ee (Electronics Engineering)