Donald DeBastiani
Ooltewah,TN
Summary
Innovative and entrepreneurially minded executive with consistent success in building, developing and improving the profitability and performance of different global business operations. A leader that passionately engages the organization by focusing on four key drivers, valuing people, developing a winning team mentality, defining the work that is meaningful and supports the corporate vision and finally making sure the development of an environment of Trust.
Overview
33
33
years of professional experience
Work History
Vice President of Manufacturing CMS & MS Divisions
ASTEC Industries
01.2021 - 01.2023
- Responsible for the manufacturing operations, S&OP, procurement, safety and quality paving, recycling and equipment
- Manage $763M M business which delivers 28% standard margin for the corporation
- Oversee production, quality, supply chain procurement and maintenance, in 7 facilities, with 1800+ employees in USA
- Accountable for manufacturing and delivery of equipment and purchasing of all service parts
- Responsible for the Operational Excellence execution focused on Lean Management System designed to deliver best-in-class marketplace processes
- Responsible for S&OP process development and design
- Developed a Factory Master plan for road building equipment to deliver financial improvement
- Implementation of Oracle Fusion ERP business system in May 2023
- Supply Chain Optimization process that integrated 4 different ERP systems
- Developed Lean Management System model that is being implemented in all facilities.
- Aligned manufacturing operations with corporate goals by collaborating with senior leadership on strategic planning efforts.
- Developed a skilled workforce through targeted recruitment, training, and performance management strategies.
- Increased product quality by establishing rigorous quality control standards and continuous improvement initiatives.
Director, Worldwide Parts Warehousing Operations & General Manager John Deere All-Makes
John Deere
01.2015 - 01.2021
- Worldwide parts distribution, All Agriculture and Construction Products
- Manage $6.8B business which delivers most of the profit for the corporation
- Oversee production, quality and maintenance in 13M sq
- Ft
- Of facilities, with 3000+ employees in over 15 countries, over 30 warehousing locations
- Accountable for all Parts Distribution for John Deere and All-Makes including the last mile delivery
- Responsible for the Engineering Processes have delivered best-in-class marketplace processes
- Responsible for negotiating and renewing leases agreements of 3PL and packaging processes
- Responsible for Customer Support Services group that manages the customer’s request and support
- Developed a best-in-class Warehouse Optimization Process which helped deliver financial improvement
- Improved positioning and profitability by consolidating operations, by implementing lean manufacturing, by developing effective distribution strategies and supporting non-John Deere branded products
- Researched and defined the future software solution for the Supply Chain Optimization process globally
- Developed and implemented a world class logistic solution in North American and around the world
- Created and implemented a turnaround strategy for the JD All-Makes to improve profitability
- Launched three new distribution centers around the world
- India, Miami and Singapore
- Awarded the top Service Parts Supply Chain Company in 2019 in the Industrial/Heavy Equipment Sector.
General Manager
Davenport Works
01.2010 - 01.2015
- Manufacturer of ADT, 4WD Loaders, Motor Graders and Wheeled Forestry Products
- Manage $1.7B business and deliver Service Value Added (SVA) results above corporate line
- Oversee production, quality and maintenance in 2.4M sq
- Ft
- Facility, with 1200+ employees
- Accountable for Program Management of all product lines; follow stringent Engineering Process Developing Process
- Direct several Product Leadership Management Teams
- Initiated and executed a large scale $140M Manufacturing Master Plan to implement Lean Management concepts into organization and transform culture.
General Manager
Welland Works
01.2007 - 01.2010
- Manufacturer of Front Loaders and Cutters for A&T Division
- 65,000/annual overall volumes for loaders
- Transferred to plant to perform analysis and provide recommendation of plant that was not delivering required returns
- Based on 2 major issues (union contractual cost and that 90% of sales were going to US) compelled decision to move operation to Mexico
- Developed strategy, and project plan to execute relocation and closure of $600M business
- Designed/set-up/relocated 2 new facilities in Mexico
- Closed Canadian facility
- Project delivered ROI 30% with NPV $111M
- Managed relocation/placement of 40 employees within Deere
- Built Cutter facility in 6 months and operational in 9 months
- Built Loader facility in 9 months and operational in 12 months.
Factory Manager
Power Systems
01.2004 - 01.2007
- Manufacturer of Deluxe Riding Lawn Tractors for Deere Dealers and Home Depot
- L100 Tractors and Baggers
- Managed/directed all facets of $670M manufacturing business, including Project Management and Product Design of tractor
- Placed controls in business in alignment with Business Conduct Ethics
- Implemented John Deere Production System
- (Lean Management) Award 1st Gold Star in Enterprise
- Responsible for supply chain development and integration using kanban systems
- Non–union strategy.
- Developed and maintained a safe working environment by enforcing strict safety policies and procedures.
- Enhanced factory efficiency by implementing lean manufacturing principles and optimizing production processes.
- Coordinated with suppliers to ensure timely delivery of raw materials, reducing lead times for production orders.
- Facilitated open communication between all factory departments, leading to increased collaboration and more efficient problem solving.
- Boosted employee morale by fostering a positive work culture, promoting open communication, and recognizing outstanding performance.
- Led productive, motivated and loyal manufacturing team and generated factory-wide customer focus and pride in workmanship.
- Managed budgets and resources effectively, ensuring optimal utilization of financial assets within the facility.
- Streamlined inventory management, resulting in reduced waste and improved cost control.
- Scrutinized production output and identified areas for improvement.
- Researched latest industry trends and technologies, boosting knowledge and understanding of industrial production.
Operations Manager - Project Manager Special Projects
Horicon Works
01.2002 - 01.2007
- Manufacturer of Premium Lawn Tractors for Deere Dealers
- Upon successful sale of previous Mexico business, transferred to $1B operating division of Deere & Company to direct application of Lean Manufacturing Principles and to turn-around ‘cash-cow’ of division
- Oversaw manufacturing engineering and operations of 2.4M sq
- Ft
- Facility and 1000 employees, including 250k sq
- Ft
- Stamping facility
- Developed/implemented roles for operational group
- Implemented PFMEA’s and Control Plans to support quality improvement
- Created weekly Sales & Operational Plan process to ensure build to demand
- Transferred/launched Light Utility Vehicle products from plant that is closing to Horicon
- Developed/ executed turnaround strategy to improve financials that would touch every aspect of organization
- Within 9 months removed $100M of cost and achieved goal of 18% OROA running rate
- Developed/implemented virtual manufacturing tools (electronic build)
- Introduced new FY2004 model year (every product made was new model).
- Empowered employees to take ownership of their responsibilities, leading to increased accountability and improved performance outcomes.
- Conducted regular performance reviews, identifying areas for improvement and developing action plans to address them.
- Developed systems and procedures to improve operational quality and team efficiency.
- Introduced new methods, practices, and systems to reduce turnaround time.
- Identified and resolved unauthorized, unsafe, or ineffective practices.
General Manager
Chihuahua
01.1999 - 01.2002
- Manufacturer of trimmers, chainsaw and blowers mainly for the Mass Channel Industry
- (Lowe’s, Home Depot & Deere Dealers)
- Managed and directed all facets of manufacturing operations with purchasing of productive material at $150M and annual sales of $200M
- Directed Product Engineering, Finance, Quality, MIS, Material, and Human Resources divisions of operations
- Developed strategy resolution to end wild cat strike
- Negotiated with Mexican government to remove strikers (strike was un-authorized by CTM union) and had plant back to normal operations in 2 weeks
- Launched 3 major product lines without experiencing any quality problems; established local suppliers using Kanban system
- Supported efforts for sale and transition of plant and business to another company
- Transferred all business operations from Gastonia NC, to Chihuahua, Mexico within 9 months
- Developed systems required to control different processes in plant such as Manpower, Value Improvement, SOP, Inventory Control, Daily operation control and 8D/5why/A3 resolution process
- Initiated Production Report and Balance Scorecard resulting in Lean Management System implementation.
Vice President/General Manager - North/South America Wheel Systems
TRW Automotive
01.1997 - 01.1998
- Managed/directed all facets of Design Engineering, Sales and Marketing of $100M, P&L, Purchasing of Productive Material up to $60M, and Manufacturing Operations within USA and Mexico for manufacturer of automotive steering wheels, airbag covers, switches and die-casting
- Supported design and implementation system efforts to follow-up marketing and sales
- Devised/implemented long-term strategy to improve profitability of division by divesting from certain processes and focusing on developing core competencies
- Upon purchase of plant, partnered with INS in pilot program (E-Verify) to determine immigration status identifying 50% of employees were in US illegally
- Personally, dealt human adversity in detention of 25% of employees/families while minimizing business disruption
- Achieved QS9000 Certification in 5-month period and received new contract awards for $28M
- Spearheaded start-up requirements for operation in Chihuahua
- Introduced Lean Management System; increased sales 30% in plant that was slated to close
- Reduced manufacturing area 38% in new plants; ensured environmental compliance
- Developed and executed site selection process for Greenfield operation in Mexico
- Designed new facility layout to accommodate 1-piece flow and reduced floor space 30%.
Plant Manager - TRW Occupant Restraint de Chihuahua
TRW Automotive
01.1991 - 01.1996
- Conceptualized/implemented start-up Greenfield operation strategy in Mexico
- Maintained P&L responsibility for $100M business
- Reported to Vice President of North American Operations
- Implemented JIT production system through adoption of Lean Management, 5S, Mistake-Proofing, Cellular Manufacturing, Kanban, Six Sigma, TPM, and Kaizen
- Encouraged development and design of patentable processes and designs
- Relocated processes from plant in Mesa, AZ to Chihuahua, Mexico
- Developed transformation program of new culture focusing on personal development/well-being
- Founded daycare center and implemented workers’ comp rehab program
- Improved cash flow via implementing 60-day terms on raw material and improved processes to cut/manufacture products in 10 days and get paid in net 30 days
- Recipient of Americas Best Plant Award from Industry Week 1st in Mexico
- Earned TRW Chairman’s Award 1996 for creating world-class air bag assembly facility by establishing and cultivating environment focused on employees and families, teamwork, productivity, training and quality.
Operations Manager - TRW VSSI Del Norte
TRW Automotive
01.1990 - 01.1991
- Transferred all seat belts manufacturing process from Penetanguishene, Ontario, Canada to new facility in Reynosa, Tamaulipas, Mexico
- Responsible for production of 100,000 seatbelts day with 60ppm rate
- Implemented 84 manufacturing cells with average manning of 10 operators.
Education
Bachelor of Science - Electronics Technology
Texas Tech University
Lubbock, TX12.1982
Skills
Labor Management
Operations Management
Production Scheduling
Industrial Automation
Capacity Planning
Cost Reduction
Manufacturing engineering
Material flow analysis
Customer Support
Supply Chain
P&L Management
Accomplishments
- Production - Consistently met production and schedule levels.
- Maintenance - Reduced equipment downtime by 25% through planned maintenance.
- Safety Audit - Led monthly safety audits to monitor employee behavior and ensure safe compliance with company policies and safety regulations.
- Machine Set Up - Gave directions to other workers regarding machine set-up and use.
- Troubleshooting - Adjusted controls or stopped machines and opened holding devices to correct problems.
Languages
English
Full Professional
Spanish
Native or Bilingual
Timeline
Vice President of Manufacturing CMS & MS Divisions
ASTEC Industries
01.2021 - 01.2023
Director, Worldwide Parts Warehousing Operations & General Manager John Deere All-Makes
John Deere
01.2015 - 01.2021
General Manager
Davenport Works
01.2010 - 01.2015
General Manager
Welland Works
01.2007 - 01.2010
Factory Manager
Power Systems
01.2004 - 01.2007
Operations Manager - Project Manager Special Projects
Horicon Works
01.2002 - 01.2007
General Manager
Chihuahua
01.1999 - 01.2002
Vice President/General Manager - North/South America Wheel Systems
TRW Automotive
01.1997 - 01.1998
Plant Manager - TRW Occupant Restraint de Chihuahua
TRW Automotive
01.1991 - 01.1996
Operations Manager - TRW VSSI Del Norte
TRW Automotive
01.1990 - 01.1991
Bachelor of Science - Electronics Technology
Texas Tech University
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