Lance Cullen

Experience

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  GKN Aerospace

  Jan 2003 - Jan 2008

  Managed a team of 110 union direct laborers, three Production Team Leaders, five Process Engineers, one Buyer, one Site Continuous Improvement Leader, and one Planner. Responsible for overall Safety, Quality, Delivery, and Cost of production areas managed (Acrylic Supply, Thin Films, and Passenger Cabin Windows).• Responsible for the increase in Cabin Windows Production output from 400 to 880 panes per day in 2007.• Introduced new cabin window on-time, meeting ramp up plan to enable growth sales growth.• Consolidated acrylic supply production from overseas to Garden Grove site to reduce cost 5% and streamline fulfillment process. Show less

  • Focus Factory Manager

    Jan 2006 - Jan 2008

  • Production Team Leader

    Jan 2005 - Jan 2006

  • Product Development Engineer

    Jan 2003 - Jan 2005
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  Madico, Inc.

  Jan 2008 - Jan 2019

  Managed a team of Senior Scientists and Technicians using the Stage-Gate Model. Responsible for R&D and New Product Development. Consulted with Sales Management team to drive increased sales and shape new business development efforts. Specialized in energy management and safety films for aftermarket and OEM customers.• Gathered business and technical requirements from customers and drove projects through Stage-Gate Model to product launch while reducing lead time from concept to launch by 20%.• Successfully introduced several new products to market resulting in 8% annual revenue growth.• Through market research and in conjunction with Sales Managers, developed go-to-market and product life cycle strategies. Provided pricing and technical service advice to Sales team. Show less Led Madico’s Corporate Headquarters Continuous Improvement Program (CIP) using Shingo Prize for Operational Excellence as model. Performed annual Shingo Prize Gap Analysis and managed efforts to close gap. Assembled Achievement Report to reflect on past activities, identify opportunities, and apply for the Shingo Prize. • Documented and verified by the CFO a savings from CIP projects averaging $2,000,000 per year.• Led solar panel backsheet value stream mapping efforts to reduce lead time from raw material receipt to shipment from 57 days to 13 days. Show less

  • Director of Technical Programs

    Jan 2014 - Jan 2019

  • Continuous Improvement Manager - Blackbelt

    Jan 2008 - Jan 2014
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  The Haartz Corporation

  Jan 2019 - now

  Business Development Manager - New Markets

  Manage business development and existing accounts for non-automotive products and applications.