David Orth

About David Orth

P&L-driven operations leader with deep experience in high-mix, low-volume manufacturing, labor productivity improvement, cost control, and regulated quality environments. Proven ability to run autonomous operations, improve margins, and deliver on-time performance under tight customer and compliance constraints.Recognized for operating discipline, financial accountability, and the ability to deliver results in lean, high-expectation environments

Experience

1. Director of Operations

   Powell

   May 2017 — Present

   I developed the manufacturing leadership team; improved plant level accountability; implemented management control practices to drive improvement and control costs; introduced lean concepts; overhauled the existing capacity planning/scheduling system, overhauled purchasing of direct and indirect material and installed an effective supplier measurement and feedback system.• Full accountability for manufacturing operations, labor efficiency, yield, scrap, and on-time delivery in a regulated aerospace/industrial environment• Led high-mix assembly and machining operations, balancing schedule adherence with aggressive cost and productivity targets• Drove margin improvement through labor optimization, routing updates, takt/capacity alignment, and disciplined overtime control• Implemented lean / continuous improvement initiatives resulting in sustained gains in throughput, WIP reduction, and inventory turns• Owned production planning, scheduling, and capacity modeling to support volatile demand and defense program swings• Partnered with engineering to drive design-for-manufacturability and cost-down initiatives without compromising qualification or compliance• Reduced safety incidents by 64%(year over year) through job hazard analysis, proactive condition improvements based on daily hazard identification system and implementation of a very structured behavior-based safety system • Operated with P&L mindset, aligning operations decisions with margin, working capital, and pricing strategy• Collaborated with finance leadership on labor absorption, inventory turns, and cost visibility• Supported pricing strategy through cost transparency, routings accuracy, and margin analysis• Made disciplined trade-offs between service, cost, and capital deployment• Comfortable operating with full accountability and minimal corporate oversightLed this high technology, precision machining, fabrication and assembly operation with a workforce of 225 employees (P&L of $120M).

Education

• University of Cincinnati

  Bachelors, Operations

  1985 — 1990

• University of Cincinnati

  Bachelors, Marketing

  1985 — 1990

Skills

• Machining
• Cash Flow
• Team Building
• Engineering
• Aerospace
• 5s
• Kaizen
• Continuous Improvement
• Supply Chain Management
• Automotive
• Manufacturing Management
• Strategic Sourcing
• Lean Manufacturing
• Six Sigma
• P&L
• Mrp
• Accountability
• Dmaic
• Shainin
• Leadership
• Manufacturing
• Toyota Production System
• Strategy
• Manufacturing Operations Management
• Strategic Planning
• Cost Reduction
• Value Stream Mapping
• Business Process Improvement
• Quality System
• Apqp