Nathan Davidson

• Restructured production team to align with Value Stream Management format for more support and better cooperation and communication.
• Defined, implemented, and revised operational policies and guidelines to standardize workflow and commonalities for efficiency gains.
• Developed 19 hour takt time countdown system to monitor production throughput, thus increasing number of vehicles produced monthly by 20%
• Improved labor efficiency from 86% to 93%
• Restructured and developed ne EH&S Program
• Lowered total recordable incident rate by 10 points in 6 months
• Implemented daily problem solving and visual management through daily Gemma walks.
• Helping improve training processes by implementing cross-training matrix.
• Took over QMS during absence of Quality Manager- established standards for incoming part inspection, ISO 9001-2015 standards.
• Monitored budgets and utilized operational resources to start a preventative maintenance program and up-time tracking.
• Oversaw successful implementation of policies to drive organizational growth YoY.
• Conducted performance reviews to assess team progress, providing constructive feedback and guidance for continuous improvement.
• Monitored office workflow and administrative processes to keep operations running smoothly.
• Mentored and coached team members to foster productive and engaging work environment.
• Developed and executed strategic A3 plans to achieve organizational goals and drive sustainable growth.

• Direct oversight for Safety, Quality, Delivery, Inventory, and Cost performance for $168M manufacturing site
• Championed the deployment of FBS (Fortive Business System) throughout the site and provided staff training and development in the Lean tools
• Utilizing the tools of FBS, was able to deliver improved OTD from 76% to 89%
• Improved labor efficiency from 77.9% to 84.4%
• Improved Inventory turns from 5.5 to 7.3
• EHS Recordable rate from 2.77 to 1.92

• Directed site Operations for rapidly growing supplier of energetic products to Military and Government customers (~$130M)
• Reduce past due backlog from $48M to • Transformed the leadership mentality of the site through talent management and selective hiring of new managers
• Drove transformational change in manufacturing practices for products to improve lead time by up to 4 weeks
• Improved employee engagement from 54% to 78%
• Was selected as the host site for high potential talent to be placed for FBS development.

• Plant leadership for newly acquired provider of Hanging Hardware for NA customers
• Improved OTD from 87% to 95% while improving inventory turns from 9 to 12
• Set record for Safety 487 days 1.6M hours without a lost time or recordable accident
• Recognized as Most Improved EHS program throughout Vontier
• Led $2.5M capital equipment TPM system and visual management improved Uptime by 27%.

• Provided leadership for a team of 150 hourly and 15 salary employees within Operations, Materials, Quality, New Product Introduction for a $44M supplier of heavy-duty diesel exhaust products
• This was a start-up launch in the U.S
• Created Safety compliance system for the site that led to a 15% reduction in recordable injuries
• Improved equipment uptime (Welding, laser cutting, etc.) through the deployment of TPM and accountability system
• Coached and led kaizen events to drive improved labor productivity from 79% to 89%.

• Successfully manage production activities so all orders are shipped on time.
• Investigate and implement ideas for quality improvement, increasing productivity and cost reduction.
• Championed quality initiatives by establishing a corrective action system.
• Manage documentation of and training on production procedures and work instructions.
• Verified that all process control parameters are being documented and followed at all times.
• Recommend and execute quality improvements for production and product quality to Executive Staff.
• Define manufacturing performance standards and review the outcome of performance goals to set future targets.
• Address all personnel issues promptly and professionally.
• Drive daily production activities with effective communication and leadership.
• Direct improvements in safety, product quality, service and cost efficiency.
• Met aggressive production and safety goals while minimizing equipment downtime.
• Defined strategy and business plan for staff, operations, quality, and distibution.
• Built strategic alliances with new product development, engineering and production that resulted in $30M capital project to revitalize exhaust business.
• Manage 450,000 square foot manufacturing facility employing 102 workers.
• Reduced employee turnover by 3% through local community actions, establishing training programs, and utilizing local trade schools to develop employee talent.
• Manage capital funding requests of up to $1 million from project approval to project closeout.

• Managed a 650,000 square foot manufacturing facility employing 190 workers.
• Managed capital funding requests of up to $1.5 million from project approval to project closeout.
• Supervised a team of 7 area managers and 22 associates.
• Established project control procedures such as project forecasts and cash flow projections.
• Added $35 million in additional revenue by launching Ford 6R transmission line.
• Established operational objectives and work plans and delegated assignments to subordinate managers.
• Developed and rolled out new policies.
• Exceeded company objectives with Hoshin tracking system.
• Trained, coached and mentored staff to ensure smooth adoption of new program.
• Partnered successfully with materials group, and steel vendors to produce better on time delivery and increased production demands.

• Led cross-functional teams to create impactful projects, demand-generation programs and lean tools.
• Clearly communicated objectives for all lessons, units and projects to all participants.
• Used a variety of assessment tools and strategies to improve instruction methods.
• Managed capital funding budget of up to $100 million from project approval to project closeout.
• Managed 25 lean and cost saving projects per year.
• Established project control procedures such as project forecasts and cash flow projections.
• Led corporate initiatives such as Kaizen events, lean bootcamps, and training programs.
• Drafted top 5 KPI each month such as productivity and efficiency.
• Recommended process and systems improvements.

• Successfully managed production activities so all orders were shipped on time.
• Completed required safety training programs for OSHA compliance.
• Completed and maintained accurate and organized records, documents and reports.
• Maintained up-to-date knowledge and information about technology and plant management best practices.
• Escalated safety and quality issues and initiated remedial actions promptly.
• Estimated costs and set quality standards.
• Monitored product standards and quality-control programs.
• Coordinated procedures for facility and equipment maintenance or modification, including the replacement of machines.
• Reviewed processing schedules and production orders concerning inventory requirements, staffing requirements, work procedures and duty assignments, considering budgetary limitations and time constraints.

• Ran privately owned 30 employee door and trim plant.
• Sales of $1.5M to large box retailers, multi-unit housing, resorts,
• Developed factory flow, inventory levels, and shipping lanes to eliminate waste and increase profitability.
• Introduced new products and authorized capital purchase for upgrades to production.