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David W. Lewis dl55a4ee@westpost.

net 1740 Putter LN Dyersburg, TN 38024 731 - 676 -7376 (Cell) Vice President/Plant Manager successful at building and leading a high performan ce manufacturing operation for a global manufacturing and service company with a nnual revenues of $3.1 billion. Combine strategic/tactical financial expertise with strong qualifications in business development, customer focus, operations a nd P&L management. Established a track record of reversing financial declines an d capturing significant cost reductions through process redesign, sourcing manag ement and performance enhancement. * * * * * * * * * * Customer Service Management Multi - Site Management Account Management Operations Budget preparation/Cost Management Revenue/Profit Optimization Lean Manufacturing/TPM Distribution/ Logistics Training/Team Building/Leadership Project Management & Logistical Operations

Bachelor of Arts * Organizational Management/Business Administration * Bethe l College McKenzie, TN ALL-STAR Customer Service Certification * Lake Forest Graduate School of Managem ent Lake Forest, IL Six Sigma Champion * SBTI PROFESSIONAL EXPERIENCE Worldcolor (formerly Quebecor World), Clarksville, TN Vice President/General Manager - August 2008 to Present Hold autonomous decision-making authority for all P&L, manufacturing, R & M and administrative functions in the Clarksville, TN facility with sales of over 95mm annually. My responsibilities include leading 9 direct and 650 union employees, accountable for budget attainment, QA, operations, procurement, administration, planning/compliance, manufacturing, accounting, customer service, payables/rece ivables, IT, HR and logistics. * Surpassed budget by reducing procurement costs by 20% and streamlining supply chain vendors. * Increased productivity by 3.5% in quarters 3 and 4 of 2009. * Reduced overhead 2.0% by eliminating production support personal that were in non-value added positions. * Awarded additional volume in quarter one of 2009 by two of our largest custome rs due to performance gains. * Currently working with four additional Tennessee facilities to add customer va lues and increase synergies across our platform. DAVID LEWIS PAGE 2

Quebecor World, Covington, TN General Manager - March 2006 to August 2008 Hold autonomous decision-making authority for all financial, manufacturing and a dministrative functions in the Covington facility. Identify and mitigate busine ss and operational risks with accountability for budgeting, operations, administ ration, planning/compliance, manufacturing, accounting, customer service, payabl es/receivables, IT, HR and logistics. Report to the Senior Vice President Manuf

acturing and managed 10 direct and 512 indirect support staff. * Led internal implementation team to add four different manufacturing process a nd six new customers from plant shutdown in Lincoln, NE. * Championing World Class Customer Service initiative across 10-plant platform t hat includes training, customer workshops, metric reporting systems and measurab le objectives for customer satisfaction. * Change agent and Champion for 6 Sigma/Lean Manufacturing over the past 18 mont hs resulting in over $1.3 million in savings. * Assisted sales with negotiations, guided the pre-production efforts, and integ rated services to acquire new customer with $2.5 million in annual sales. The fi rst substantial new client in 18 months.. * Leading the transition of three manufacturing process, 45 additional team memb ers and fifteen new customers from our Trenton, TN facility. Completion date Jun e 30, 2008 Quebecor World, Dyersburg, TN Customer Service Manager - May 1998 to March 2006 Managed day to day operations in the customer service department including direc t accountability for forecasting, scheduling, internal controls and customer sat isfaction/ retention. Developed high performance teams including 12 salaried A ccount Managers and 4 hourly assistants to manage a portfolio of 50 major custom ers with sales in excess of $155 million. * Developed ongoing training strategy for development of Account Managers across the manufacturing platform (12 facilities). * Implemented new strategies to exceed our customer expectations in regards to t he consistency of production, quality and service through new forecasting proced ures. * Improved turnaround time on invoicing by 12% with new training and matrix syst em. * Built call service center for questions on schedules, deliveries and quality i nquiries. * Formulated a plan that clearly defined business segment objectives and explici tly linked budgets to business objectives, saving an estimated $375,000 annually in reduced waste. * Account Manager in Customer Service for 7 years prior to becoming the Customer Service Manager