David Payne

Responsible for operations of $60M Aerial Firetruck Business Unit, managing end-to-end production processes, ensuring timely delivery, and maintaining quality standards to meet customer specifications and company goals.

• Drove a 27% improvement in production output in first year by identifying and eliminating process bottlenecks, optimizing resource allocation, and implementing continuous improvement initiatives.
• Formulated and executed a new business strategy, driving operational improvements through value stream analysis.
• Conducted regular performance reviews, identifying areas for improvement and developing action plans to address them.
• Oversaw facility maintenance, ensuring optimal functionality of equipment and infrastructure at all times.

Responsible for $15M product line, ensuring projects are executed in a timely and profitable manner while maintaining customer satisfaction. Works between cross-functional teams to execute specific tasks and timelines and provide high level insight and escalation to leadership.

• Evaluated existing processes and implemented strategies that improved monthly planned revenue by 61%
• Orchestrated projects within strict timeframes and budget constraints by solving complex problems and working closely with senior leaders.

Responsible for setting roadmap of operations and supply chain improvements for the plant as well as coordinating, enabling and executing improvement plan.

• Facilitated cross-functional plant teams to reduce quality defects on product line by 40%.
• Reduced over 3 hours of waste and pursued revenue development strategies to keep department aligned with sales and profit targets.
• Directed 16,650 hours of training of employees to empower performance and enhance business results.
• Evaluated the effectiveness of implemented process improvements against established benchmarks, refining strategies as necessary to achieve desired results.

• Continuous improvement initiatives on high demand product line resulted in $186,000 in cost avoidance for the value stream
• Facilitated safety events resulting in 33% reduction of Risk Priority Number, allowing for safer work environment for employees in the facility
• Implemented level loaded schedule to value stream, decreasing overtime by 22%

• Facilitated continuous improvement implementation at plant level, leading to $166,289 in cost savings for facility
• Responsible for training and demonstration of LEAN principles across six manufacturing facilities
• Applied honed problem-solving skills to analyze and resolve issues impacting business operations and goal achievement.

Provided support to department supervisor in achieving daily and monthly goals in safety, quality, accuracy, and production. Responsible for expediting work orders through the manufacturing process, accurate production reporting, and maximizing resources while reducing scrap/rework.

• Increased cross functional development and training of crew by 11.5%.
• Reduced scrap on shift by 42% that minimized waste and maximized production returns.

Assisted in development, training, evaluation, and work schedules of both seasonal and regular full-time employees.

• Increased production of Paint Line by 15%, raising crew's production standing from last to first.
• Grew emergency response times by 23%, implementing new emergency standard practices and communicating these changes across facility.