David Dobbs - Director Manufacturing Operations, Self Employed

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Network Power<100 people

Roles

🔥100%

Startup Founder

✨100%

Business Owner

🧑‍💼100%

C-level Executive

Geos

🇺🇸100%

United States

Work Background

Harley-Davidson Motor CompanyDirector, Manufacturing Operations

Nov. 2022Menomonee Falls, Wisconsin, United StatesLeads the sites overall manufacturing operations initiatives and facilitates proper execution of operational goals. Oversees operational areas and is accountable for daily execution of the system.

SC JohnsonDirector Global Manufacturing Capabilities (Lean)

Dec. 2020 - Nov. 2022Racine, Wisconsin, United States

SC JohnsonSenior Manager Maintenance & Reliability, Waxdale Region

Dec. 2018 - Dec. 2020Racine, Wisconsin

NestléRegional Group Engineering Lead / PM Pillar

Jun. 2016 - Dec. 2018Eau Claire, Wisconsin AreaResponsible for establishing and implementing the engineering related elements of Nestlé Continuous Excellence (NCE) within the T&P NCE regional structure. This role is the key Liaison between the Business, Engineering Services, NCE Team, and Factory personnel. Define, propose and monitor the Planned Maintenance strategy, plans and objectives in the factories/facilities in accordance with the Nestle Continuous Excellence [(NCE) TPM, Six Sigma, and Lean] and Nestle Engineering Excellence (NEE). Obtain and enhance Management’s support for Maintenance and specifically PM Pillar within the Nestle Group. Maintain competencies, motivation and commitment to achieve the levels necessary to stay at the forefront of reliability centered maintenance practices. Assess and advises on factory/facility Maintenance Budgets, including Extraordinary Maintenance projects. Encourage continuous improvement, networking and sharing information within the Maintenance community such that it becomes a key pillar of the NCE and Maintenance & Improvement culture. Demonstrate and promote the company's values with impact on the Maintenance and Engineering teams.

Nestlé Nutrition North America (Gerber)Senior Manager Maintenance, Nutrition Market Segment Lead, PM Pillar Owner

Aug. 2014 - Jun. 2016Wisconsin

The Hershey CompanyPlant Maintenance / Project Manager

May. 2013 - Aug. 2014Hazleton, PAAccountable for compliance with all food and safety policies and procedures through managing, training, and mentoring an effective maintenance team. Utilize root cause analysis of process machinery in an effort to eliminate down time through planning, maintenance compliance with OSHA, FDA, and GMP, providing on call support for electrical/mechanical issues, implementation of CMMS program, supporting capital investment projects, and scheduling of machine repairs. Establish, improve, and sustain an effective engineered change management procedure and policy. Provides training and proficiency measures in the areas of high speed packaging equipment, industrial controls systems, Allen Bradleys. PLC troubleshooting, programming, mechanical aptitude including hydraulic, pneumatic, and power transmission. • Manage allocation of people, equipment, and materials to achieve Production performance targets through effective maintenance implementation methods. • Directly leads Maintenance, supply, and engineering teams • Identify and schedule preventative and reactive maintenance opportunities for factory equipment and systems • Coach employees and encourage ownership and engagement • Manage external vendor relations • Understand and enforce internal and external regulations and policies • Use data to drive decision-making and actions for continuous improvement of KPIs • Continuously evaluate and improve preventative maintenance tasks and plans • Develop and manage the timeline and tasks associated with preventative maintenance windows • Hands-on execution of technical tasks • Technical training and coaching of Maintenance Mechanics and Production Technicians • Leadership in the areas of Safety and Quality

Strike Fighter Squadron ONE ZERO SIX (VFA-106)Senior Executive Advisor

May. 2012 - May. 2013Virginia Beach, VA- An expert in continuous process improvement utilizing cross-functional team building concepts to achieve improved results. - Demonstrates strength in fact-based business process analysis techniques. - Possess strong interpersonal communication, leadership and team building skill sets. - Experience in developing strategic plans and briefing to Executive Leadership. - Effortlessly challenges leadership team to step outside the box to develop and deliver clear, fact-based training and recommendations to process owners and subordinates. - Works calm under pressure and has the ability to think creatively, assess and take calculated risks, and adapt to frequent change.

US NavyAviation Production Manager

Jun. 2004 - Oct. 2008Helicopter Anti-Submarine Squadron Three and Eleven, Jacksonville, FL.- Supervise organizational and intermediate level maintenance on Naval aircraft, aircraft components, aircraft engines, ground support equipment and Aviators Life Support Systems. - Coordinate the maintenance effort for 6 aircraft via 9 workcenters, comprised of 300+ maintenance personnel. - Monitor and support daily flight activity ensuring that aircraft are released to the prospective crew in a ready for flight status. - Facilitate scheduled, unscheduled, overhaul, and compliance inspections for the aviation assets., ensuring longevity and mission readiness. - Developed a comprehensive training pre-deployment plan that ensured all aspects of squadron readiness were met at or ahead of schedule; to include tools, consumables and required training of personnel, 78% retention rate and 30% employee promotion rate. - Initiate and review work procedures and verbatim compliance in aircraft and support equipment maintenance. - Manage front line technicians through a comprehensive and detailed qualification and maintenance record program. - Developed, mentored, and led highly skilled maintenance teams and pilots, through expert system knowledge of Electrical, Hydraulic, Pneumatic, Structural, and Mechanical functioning of assigned aircraft, proficient with the interpretation of associated schematics/drawings. - Consistently sought for technical guidance to aid troubleshooting component/systems.

US NavyRecruiter In Charge

Apr. 2001 - Jun. 2004Navy Recruiting District Chicago, Chicago, Il- Responsible for the production, training, management and organization of a sales force in South East Wisconsin covering 12 academic centers to include 3 post-secondary education institutions. - Developed strategy and implemented recruiting policies that directly resulted in a low performing office becoming one of the prominent recruiting offices for quality and diverse talent into the US Navy. - Responsible for managing monthly, quarterly and yearly sales goal attainments. - Managed initiatives that directly affected retention and accession goals. - Key contributor in submitting feedback to upper management in regards to policies and directives that affect sales processes. - Trained fleet sailors assigned to recruiting duty, liaised with local media, and interacted with local educators, civil officials, and community leaders in order to foster a pro-military/Navy environment.

US NavyRecruit Division Commander Lead

Nov. 1998 - May. 2013Great Lakes, ILTwo separate assignments 1998-2001, 2008-2011 - Coached and educated 1100 entry-level military personnel in naval history, customs and courtesies, military drill, physical fitness and life skills fundamentals, inspired confidence by reinforcing positive results with 98% matriculation. Distinguished Leadership Award recipient - Increased retention by 10% through the incorporation of mentorship and career planning to an already comprehensive on boarding program. This fresh approach fostered increased buy-in of new personnel to the organizational mission, vision and guiding principles - Personally mentored the professional growth and talent development of 32 direct reports by assessing their instructional skills and assisting in their initial curriculum certification. This dedication to quality and program integrity resulted in all 32 instructors qualifying as certified Master Trainers. - Lead a combined 21 training teams in the coordination of robust technical training schedules designed to exceed institutional standards. Every team met or surpassed training readiness levels, passing all executive level audits.

US NavyWork Center Supervisor, Aviation Structure Mechaninic

May. 1993 - Nov. 1998Helicopter Anti-Submarine Light 44, Helicopter Anti-Submarine 3Responsible for the management of 27 personnel and $10 million in Department of Defense assets required to perform the maintenance on aircraft airframe and structural components, flight surfaces and controls, hydraulic and pneumatic control and actuating systems and mechanisms, landing gear systems, air conditioning, pressurization, visual improvement, oxygen and other utility systems, egress systems including seat and canopy ejection systems and components, fabricate and repair metallic and nonmetallic materials. - Accomplishes production results by communicating job expectations; planning, monitoring, and appraising job performance; coaching, counseling, and disciplining employees; initiating, coordinating, and enforcing systems, policies, and procedures. - Maintains staff by selecting, orienting, and training employees; developing personal growth opportunities. - Maintains work flow by monitoring the process; setting processing variables; observing control points and equipment; monitoring personnel and resources; studying methods; implementing cost reductions; developing reporting procedures and systems; facilitating corrections to malfunctions within process control points; initiating and fostering a spirit of cooperation within and between the maintenance teams. - Completes production plan by scheduling and assigning personnel; accomplishing work results; establishing priorities; monitoring progress; revising schedules; resolving problems; reporting results of the processing flow during daily production planning meetings.