DAVID G.

MACK
dgm1893@chartermi.net www.linkedin.com/in/davidgmack/ Greenville, MI Home: 616-754-3293 Cell: 616-498-1499

V.P. General Manager Operations Progressive leader of operations, manufacturing, sales and distribution with full P&L accountability and excellent business acumen. Recognized as a go-to person with excellent analytical and problem solving skills; providing team focused leadership in high performance world class industrial organizations. Excellent track record of changing the culture and turning operations around; success developing premier customer service programs through the implementation of lean manufacturing principles. Maximizing profits through detailed strategic planning with tactical coordination focused on continual improvement in all areas of the organization.
Areas of Expertise Culture Change, Lean Manufacturing (TPS), Process Improvement, Team Building, Sales Growth, Quality Improvement, Strategic Planning (Hoshin Kanri), Sales and Operations Planning (S&OP), Progressive Leadership, Cost Improvement, Leading Multiple Locations, Leading Cross Functional Staff, Environmental Health and Safety Key Accomplishments 20 years successful leadership experience as a VP/General Manager and Plant Manager for World Class Manufactures servicing the Industrial, Commercial, Transportation and Retail markets Changed a culture from close enough is good enough to a leader in quality systems, receiving ISO certification and supplier quality awards Increased Sales from $12M to $50M over 3 years Improved earnings while growing employment from 84 to 260 team members Reduced operating cost by 25% Implemented Lean Manufacturing (TPS) and team empowerment programs leading to a 35% improvement in productivity, $2.5M reduction in inventory and 15% improvement in service level Championed key product line changes, resulting in a 26% increase in sales for a struggling line Championed Environmental, Safety and Health programs resulting in Corporate EHS awards AArea2012
2012 2013: Universal Handling Equipment, Owosso LLC; Owosso, MI General Manager Manufacture of Waste Management Equipment Provided interim leadership responsibilities for the U.S. Business Unit of a Canadian owned organization. Staff reports included, manufacturing, engineering, accounting and sales for two manufacturing plants. Experienced a 200% sales growth through improved lead-times and aggressive quality improvement programs. Implemented process improvement programs and training programs focused on improving welding processes and fabrication. 2008 2012: SPG International, LLC; Atlanta, GA (formally a Leggett & Platt group)

Vice President/General Manager, Industrial Segment Chicago, IL Manufacture and Distributor of Material Handling and Storage Equipment to the Industrial, Retail, Healthcare and Government markets

Implemented quality and customer service improvement programs leading to increased market share at key accounts Implemented strategic pricing programs for each market channel that maintained a pricing relationship between customers. The strategic pricing program was instrumental in paving the way for a 14% improvement in gross margin. Restructured the Manufacturing Representative organization for improved effectiveness, followup and improved Distributor relationships, resulting in 15% growth. Formalized the Sales & Operations Planning programs resulting in forecasting accuracy of 5 percent. 1997 2008 PARKER HANNIFIN CORPORATION; CLEVELAND, OH

Business Unit General Manager, Pneumatic Products Brass Products Division; Lakeview, MI Manufactured Brass and Thermoplastic fittings for the Industrial and Transportation markets
Complete P&L accountability for a $50 million Business Unit that was QS9000/ISO9001-2008 certified Developed and mentored a staff that included Product Design, Human Resources, Quality Assurance, Lean Manufacturing, Materials Management - Global Supply Chain Interface, Product Sales, Accounting and Purchasing. Guided team members through a period of rapid growth, bringing in additional product lines and improving the quality and delivery of problematic lines. Sales revenue increased from $12M to $50M, and employment grow from 84 to 260 team members. Successfully implemented Value Streams and team empowerment programs, leading to a reduction in indirect labor costs and improved our productivity by 35%. Championed implementation of Toyota Production System (TPS) principles; leading to successful linking of manufacturing and material flow to customer demands. The Lakeview facility was rated by corporate lean leadership as one of the top 4 out of 25 group facilities for our lean transformation accomplishments. Improved customer service levels from 83% on-time to 98% on-time while achieving a $2.5 million reduction in inventory. Successfully championed the redesign of a product line that was experiencing sagging sales; after launching the redesigned products we experienced a 26% improvement in sales during the following twelve months. The Lakeview facility received a Parker award for being one of the top 3 out of 60 facilities for Environmental, Safety and Health programs. 1994 1997 Parker Hannifin Corporation; Cleveland, OH

Western Region Distribution Manager; Portland, OR Hydraulic hose assembly and Distribution for Motion and Control Products to the Transportation and Industrial markets. Distribution Service Center operations in Portland, Oregon and Los Angeles, California.
Combined annual sales of $54 million.

Guided Portland through a 30% increase in sales and Los Angeles through a 20% increase in sales over a two-year period. Reduced operating costs by 15% in Portland and 25% in Los Angeles during a period of rapid growth. Implemented business teams and empowerment programs to support total quality management programs, resulting in a 42% quality improvement in Portland and a 49% quality improvement in Los Angeles 1990 1994 Parker Hannifin Corporation; Cleveland, OH

Plant Manager Brass Products Division; Lakeview, MI Manufactured Brass fittings for the Transportation and Industrial market place
Guided this facility through a major cultural change; updated outmoded quality and customer service programs. Drove continuous improvement initiatives and implemented quality management programs; as a result we were successful in receiving certified supplier awards from several key OEM customers. Leveraged team concepts to improve customer service levels and improve productivity by 38%. Spear-headed just-in-time programs with key suppliers to reduce raw material inventory by $880,000 and reducing our days supply from 25 to 3 days. 1984 1990 Parker Hannifin Corporation; Cleveland, OH

Plant Engineer; Certified Plant Engineer Brass Products Division; Otsego, MI

Consolidated all maintenance functions into one single department that handled all machine and facility repairs as well as equipment upgrades and rebuilds. Formalized preventive maintenance programs for key plant and production equipment that resulted in a 60% reduction in downtime and a 35% savings in repair cost. Established formalized training programs with out side suppliers and with the support of the county technical center for team member training and development. 1983 1984 LOTTE USA; Battle Creek, MI The American subsidiary of Japan-based manufacturer of candy and chewing gum

Maintenance Manager Accountable for all facility and equipment maintenance programs as well as six company owned homes for the Japanese executives. Formalized preventive maintenance programs for key plant and production equipment that resulted in a 50% reduction in downtime and a 25% savings in repair cost
1981 1983 CLARK EQUIPMENT COMPANY; Battle Creek, MI Manufacturer of electric-internal combustion material handling equipment as well as automated material handling systems

Maintenance Supervisor Industrial Truck Division

EDUCATION Masters in Business Administration La Salle University Bachelor of Art, Business Management Nazareth College & LaSalle University Technical Degree, Electronic/Electrical Engineering Technology United Electronics Institute (ITT)

PROFESSIONAL DEVELOPMENT Business Management Detroit College of Business Management Development Program Kellogg Community College Plant Engineer Certification Program Western Michigan University Finance for Non-Financial Managers Cleveland State University Taking Charge of Change - Executive Leadership Program Three levels of Lean Manufacturing Training Lean Accounting Principles Lean Product Development Principles COMMUNITY SERVICE Board Chairman Spectrum Health United Hospital, Greenville, MI Board Member Spectrum Health Hospital Group, Grand Rapids, MI