John Boulton

SUMMARY
6 Sigma Black Belt Certification 1998
Jack Welch Leadership Training Center (GE Crotonville) New Manager Development
1999
Jack Welch Leadership Training Center (GE Crotonville) Experienced Manager Dev
elopment 2003
Developed and taught a Leadership Training program
10 years experience operating at a Vice President level
25 years of manufacturing experience
Rated as High Performer/High Potential in each assignment for the past 20 years
Awarded GE Outstanding Performance Award on 14 occasions throughout my GE caree
r.
Fanatical about the 4-Es (Energy, Energize, Execute, Edge). Tremendous personal
energy, ability to motivate and excite people, goal driven and possess the abili
ty to make the tough decisions when needed.
Believe that strong leadership is the key to making quantum improvements in an o
rganization (Growing, mentoring and changing people when needed). Visionary (see
how things could be), embrace change; take calculated risks to drive change & i
mprovement (ROI). Expectations/Requirements for my team: Teamwork, Accountabilit
y and Responsiveness
Additional capabilities include:
* Visionary Leadership * Problem Solving
* Developing an Accountable Culture * Establishing Standard Operating Procedures
* Optimization of Organization Structure * Creating Cross Functional Teamwork
* Integration of Lean Principles * Developing and Maintaining Budgets
PROFESSIONAL EXPERIENCE
Utilimaster 2007 July, 2010
Vice President of Operations.
Responsible for Manufacturing across 14 plants (Truck Assembly, Truck Upfit, Met
al Fabrication, Welding, Paint, Chassis Hybrid retrofit); Safety, Quality, Sched
uling, Operational Engineering, Design Engineering, Manufacturing Engineering &
Maintenance, Supply Chain Management, and Purchasing.
KPIs include OSHA Frequency Rate, Customer DPU, COPQ, On-Time-Delivery, Engineer
ing Cycle Time and Accuracy, Material and Labor Productivity, Inventory Reductio
n, Supplier performance.
Performance Accomplishments include:
OSHA Recordable Frequency Rate from 11.3 to 3.6 and Lost Work Rate from 1.1 to
0
Reduced Customer DPU by 25% and COPQ from 3.8% of Sales to 2.5% of Sales
Improved On-Time-Delivery from less than 20% to 94%
Delivered 8% labor productivity over two years while volume reduced by 40%
Delivered $6.6M in net material cost savings or a 5% reduction
Reduced Inventory from $15.7M to $9.3M in 2009, increasing turns from 7.7 to 11
.8
Improved Engineering Solutions On-Time-Delivery from 47% to 73% while increasin
g output/engr. by 22%.
Significant initiatives to drive improvements include:
Created an accountable, responsive and team oriented culture throughout the org
anization
Dismantled the silo operations structure and moved departments closer to their
customer (plant support to plants and application engineers to sales).
Top graded talent levels as well as identifying individuals strengths and movin
g them to leverage skill set
Constant mentoring of Ops leaders and individuals throughout the organization
Developed and taught Leadership Training to all managers (Directors to Manufact
uring Group Leaders)
Implemented DuPont STOP Safety training and developed a Safety Action Plan for
Utilimaster
Developed and implemented a point of control buy/sell shop floor quality system
Value Stream mapped Supply Chain and Operational Engineering processes and crea
ted SOPs with associated audit process.
Developed and implemented an NPI (New Product Introduction process) to add proj
ect control rigor to this process resulting in improved product quality, reduced
warrant cost and increased customer satisfaction.
Developed project decks for materials cost reduction and labor cost reduction p
rojects to drive the required year over year savings goals.
Developed a closed loop operations measurement system including Daily Operating
Reporting and Operations Performance Dashboard linked to the business financial
s.
Coachmen Industries 2004 - 2007
Vice President of Operations.
Recruited to implement Best in Class operational processes to drive repeatable/r
eliable performance across 14 manufacturing facilities. Major focus placed on th
e following:
Implementing a robust safety program resulting in a reduction in workers compen
sation of $440K (38%) and a 58% reduction of recordable incidents.
Developing and implementing a point-of-control quality system focused on dynami
c Voice of the customer inputs and controls driven down to the operator level vi
a a buy/sell philosophy resulting in a reduction in warranty expense of 26%. Dev
eloped problem-solving training materials based on the 6 Sigma DMAIC philosophie
s.
Rationalization and consolidation of plants to improve factory utilization. Dec
entralizing a habitually low-performing, sub-assembly process and tying directly
to specific assembly plants (customer) resulting in a 75% productivity improvem
ent.
Introducing Flow/Lean methodology to the business and implemented in 30% of the
facilities. Developing lean manufacturing training materials to drive implement
ation across the corporation.
Developing an operations dashboard to measure financial and operational perform
ance.
General Electric (GE). 1985 - 2004
GE Capital (GE Fleet Services Canada) 2002 - 2004
Vice President of Operations.
Responsible for managing through the acquisition of a Canadian leasing business,
including conversion onto a common business system platform and creating operat
ional stability through the creation of standard operating procedures.
GE Capital (GE Fleet Services Minnesota) 2000 - 2002
Vice President of International Sourcing
Lead the strategic sourcing initiative for GE Fleet Services with operations in
US, Mexico, Canada, Europe, Japan and Australia.
GE Industrial Systems (Alabama) 1998 - 2000
Plant Manager
Responsible for the overall financial and operational performance of the plant.
GE Industrial Systems (Alabama) 1997 - 1998
Manager Shop Operations
Responsible for operational performance of a manufacturing production line produ
cing large industrial motors, low volume, high mix ($25MM in sales).
GE Industrial Systems (Juarez, Mexico) 1996 - 1997
Supply Chain Manager
GE Industrial Systems (Ft. Wayne Indiana) 1994 - 1996
Sourcing Engineer
GE Aircraft Engine (Ft. Wayne Indiana) 1988 - 1994
Producibility Engineer
GE Aircraft Engine (Ft. Wayne Indiana) 1985 - 1988
Production Engineer

EDUCATION & TRAINING

HNC (BS Equiv) Electronics - Reading College of Technology, England 1979 - 198
3
Manufacturing Apprenticeship Racal Mobilcal Ltd, England 1979 1983
Zenger-Miller Teaming 1987
Operations Management Training 1990
National Association of Purchasing Management Training 1995
o Negotiation Skills
o Financial Analysis of Suppliers
o Supplier Quality
DFT Business & Strategy 1996
Plant Manager EHS Training 1998
6 Sigma Black Belt Certification 1998
Jack Welch Leadership Training Center (GE Crotonville) New Manager Development
1999
Jack Welch Leadership Training Center (GE Crotonville) Experienced Manager Dev
elopment 2003
Lean Sigma Training 2005
Skilled in PC utilities such as Microsoft Word, Excel, PowerPoint, Project and
Outlook, as well as Minitab