Daniel Busher

Daniel Busher

Work History

Work History
Oct 2006 - Apr 2009

Executive Vice President - Operations

Force Protection, Inc.

Billion-dollar manufacturer of MRAP blast-protected tactical wheeled vehicles for US and allied defense agencies.

Directed manufacturing operations, which spanned production, manufacturing engineering, procurement, supply chain, quality, facilities, and EHS. Controlled $800M+ material, labor, and expense budget. Led site selection functions. Collaborated with senior government officials, customer representatives, and Board of Directors. Supervised 8 direct reports at director and SVP level with over 1,000 personnel. Served as Chair of Financial Disclosure Committee, ensuring compliance with Sarbanes-Oxley 404 disclosure requirements. Acted as member of Force Dynamics JV Board of Directors. Served as Director with South Carolina Manufacturers Alliance Plant Managers Division.

¨Supported revenue growth of 49%, from $891M in 2007 to $1.3B in 2008, boosted operating income 1,085%, reduced inventory 37%, increased inventory turns 28%, and improved cash flow from negative $9M to positive $37M.

oRestructured operations leadership team, reduced over 300 temporary welders and assemblers on basis of productivity improvements, established clearly-defined attendance requirements, implemented rational progressive discipline processes, and instituted random drug testing.

oImplemented standardized work and 5-S programs under leadership of Lean/TPS Implementation Manager, rolled out MRP supply chain processes, and established internal Kanban material delivery programs.

¨Led site selection activities culminating in purchase of 430,000-square foot facility with 220 acres at acquisition cost of $3.5M, which was offset by nearly $10M in state, county, and municipal incentives. Realized $100K in savings following purchase of 60,000-square foot facility with existing fee in lieu of tax incentive agreement.

¨Spearheaded on-time filing of 2008 form 10-K report by acting as Disclosure Committee Chairman and bringing additional operations involvement to overall financial disclosure process; chaired all disclosure team meetings in support of editorial review, risk factor assessments, and material weakness review. Prepared and delivered 2008 material weakness assessment presentation to Audit Committee of Board of Directors.

¨Achieved 50% year-over-year reduction in OSHA recordable safety incidents and laid groundwork for continuing improvement; played key role in company receiving EPA Award for eliminating MEK from paint shop operations.

Dec 2000 - Oct 2006

Director of Materials - North American Automotive Operations

Alcoa

Administered production control, customer delivery, raw material planning, inventory management, and logistics for 19 plants across 7 locations in US, Mexico, and Honduras. Controlled $600M material budget. Led Lean/TPS transformation activities within area of accountability and across supply chain. Championed several Lean transformation projects. Managed and mentored 8 direct reports and oversaw 700 staff. Defined and established logistics solutions for Honduras start-up operation.

¨Reduced premium freight more than $5M annually and improved customer delivery satisfaction ratings to more than 95% through leading Mexico teams to implement production planning, inventory safety stock countermeasures, and Kanban systems to improve performance.

¨Identified and implemented a non-traditional ocean container shipping solution working with the logistics arm of Chiquita Brands to enable faster and more reliable ocean transit times for a new operations start-up in Honduras.

¨Added $5M in revenue and reduced total inventory through creating in-line sequencing and delivery service for customers; identified warehouse space in proximity to customer, set up stocking plan, and developed picking, packaging, and shipping processes.

¨Implemented major applications of Toyota Production System Lean Manufacturing principles in areas of production control and supplier scheduling, with emphasis on eliminating waste and using manual and electronic Kanban.

May 1999 - Dec 2000

Plant Manager - EPIC Components

Alcoa

Functioned as Senior Location Manager for facility with $60M in annual revenues, 130 employees, and 30 injection molding machines. Directed plant operations as well as safety, quality, customer delivery, human resources, and purchasing functions. Accountable for a $20M fine terminal stamping operation. Oversaw 8 direct reports and 170 total employees.

¨Transferred and consolidated all business from Detroit plant into 2 plants within 18 months, while protecting customer delivery requirements; incorporated operations into standard company processes.

¨Reduced OSHA recordable incident rate, achieving zero lost work day incidents during wind down and closure of facility.

Sep 1998 - May 1999

Business Process Manager - AFL Wire Products & Heavy Truck Group

Alcoa

Headed multinational project team to update and integrate ERP business systems at 6 sites across US, Canada, and Mexico, supporting sales of $200M. Managed 10-member team of IT professionals and business managers at all sites. Gained confidence of plant managers across each site.

¨Spearheaded integration of business systems to single Oracle ERP platform, ensuring Y2K compliance; reduced IT support costs and headcount required to support business.

Nov 1994 - Sep 1998

Operations / Plant Manager - AFL Wire Products

Alcoa

Appointed as Senior Location Manager and supervised 165 associates across 3 plants. Manufacured and shipped $120M in annual sales.

¨Realized improvement of nearly 22% in additional throughput in XLPE extrusion operations, equivalent to installation of 2 new lines at cost of $2M, by coding and implementing asset utilization database to capture detailed operating and downtime data and to identify improvements to product standards and equipment capabilities.

¨Secured 6-year labor contract agreement by meeting with union business representative to lay out case for early negotiations followed by successful conclusion of negotiations.

¨Achieved significant Lean Transformation of operations, integrated internal and external customers as well as implemented 24-hour receipt of order to shipping manufacturing cycle for select major product families.

May 1986 - Nov 1994

Senior Manufacturing Engineer

Worked in several capacities as part of the team that built and started the Saturn Corporation automotive plant in Spring Hill, TN. Experience includes industrial engineering, powertrain machining and assembly process engineering, supplier quality, SPC, TPS, plant start-up and supplier qualification.

Education

Education
1984 - 1986

BS

Graduated with Honors, Phi Kappa Phi, Pi Tau Sigma

1982 - 1984

Mechanical Engineering

State University of New York at Stony Brook

Summary

Strategic and results-driven professional commanding more than 20 years of progressive leadership success within Fortune 500 companies. Resourceful team player and hands-on manager delivering track record of consistent achievement, driving growth, boosting revenues, improving processes, realizing savings, and spearheading major cultural and productivity transformations. Offer extensive experience in plant start-up, incentive negotiations, Tier 1 automotive/defense plant management, international supply chain management, and Lean Manufacturing principles. Recognized for leading and motivating teams to deliver top-performance.

Interest

Instrument Rated Pilot, Competitive Sailing, Triathlon

Skills

Skills

Lean / TPS Practitioner

I have been a career long practitioner of Lean / TPS methods.  I first learned and applied these methods during the design and start-up of the Saturn Corporation project under the mentorship of NUMMI Toyota/GM JV leaders.  While at Alcoa I led several significant Lean transformation projects under mentorship of Toyota Supplier Support Center trained consultants.  The study and application of these methods has been a career long passion of mine and I believe strongly in the underlying systems thinking approach and application to any kind of business process flow.

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