Danny Malone

Experience

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  ECC Foreign Language Institute

  Jan 1991 - Jan 1995

  Manager Operations Development Training

  Right out of college, I wanted to explore the world, so I borrowed $4,000, bought a ticket to Nagoya Japan, and off I went… I didn’t have a job, but I had a friend who’d gone there and told me there were a number of institutions in Japan looking for Native English speakers to teach English as a Second Language.I landed and within a week I was working for ECC Foreign Language Institute. Here I learned the basics about teaching, working in a multi-cultural setting, and improving my foreign language skills. I rose to become a trainer and manager for the company, overseeing about 30 different instructors in my region, visiting with them, training and mentoring them, writing performance evaluations, etc.I learned a lot about the importance of clear and concise communication, how much a visual representation is so much more powerful than the spoken or written word (visual management systems), and how to interact with people from vastly different backgrounds and cultural norms. Show less

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  Johnson Controls

  Jan 1997 - Jan 1997

  Account Financial Manager

  I started out in an entry level role as an account financial manager for Johnson Controls, recruited out of graduate school. I impressed the hiring manager because I wasn’t initially pre-selected for an interview but I had done my homework on the company and position, utilizing my network that included recent hires into the organization. I won my interview because I asked questions during his presentation that he felt were insightful and I was tenacious in getting his attention to let him know that he needed to make time to interview me, which impressed him enough along with my poise in the interview, to land me with my second job offer to consider.In my role, I oversaw the financial health of the Chrysler Truck line for interior trim. I handled pricing negotiations for customers, managed budgets for engineering, tooling, and equipment for start-up projects. I also was responsible for helping coordinate the team’s efforts to drive into our programs VA/VE ideas that would help reduce manufacturing costs and drive efficiencies and margin improvement. Looking beyond our group and my specific function, I was recognized as a leader among the group of Account Financial Managers as I organized and led the effort to develop a comprehensive training manual for the proprietary internally developed product cost management system, delivering the training manual to the organization that is still largely in use today.Key Achievements:- developed the training manual used companywide to train account financial managers on the use of the project cost estimating system- achieved all cost and budget goals across my platforms to meet or exceed group targets- developed a keen grasp of the manufacturing processes utilized in producing automotive components- gained useful insights in team building, team management, coaching, and training Show less

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  Johnson Controls

  Jan 1998 - Jan 2007

  The first week back from my honeymoon, I was asked personally by the Group VP of the Business Unit to step into a new role - to spearhead the business and production turnaround for a poorly performing international manufacturing plant, with 1,600+ people, and a $120 million budget. The plant was ranked 29 out of 35 such facilities globally in rankings of Best Business Practices, and needed a rapid turn-around.I stepped in and evaluated the management team and Empowered, Energized, and Encouraged them to unleash their talents to make improvements to P&L, productivity, efficiencies, and team performance, helping them in leveraging strategic planning, Six Sigma and Lean principles to effect change at all levels and increase production standards. We centralized and streamlined financial operations, systems utilization, manufacturing, and departmental workflows and drove enhancements to cost control, quality, and efficiency. We also handled vendor and partner negotiations, to implement kanban pulls for inbound raw materials.Achievements include: - raising the facility to a best-in-class (Top 5) operation in the Best Business Practices Ranking; - Aiding ISO / TS recertification- Reduced $8 million in operating costs- Boosted quality 70%, reducing TPPM 80%- Elevating the plant from one of the lowest rated to 5 out of 35- Increased inventory turns from 30 to 70 per year.- Lead multiple Kaizen events, brining better standards for 5S, Standardized Work, 1 Piece Flow, Heijunka, and improved change over times Show less As I was wrapping up my tenure in Australia, I began to look for my next challenge, speaking with a couple of internal mentors who helped me along in my career. As the story was told to me, they basically tripped over each other heading into the VP of Operations office when I’d mentioned I would enjoy an opportunity in Latin America. A critical OEM project to deliver a full vehicle interior sequenced Just In Time, to an OEM customer - including building a new plant in Mexico and managing the start-up of a multi-facility Injection Molding operation with a Tier 2 supplier, and our OEM customer was about six months late on their engineering deliverables… So naturally I jumped right back into the fire.I eventually was promoted into overseeing all manufacturing production launch implementations for a total of 16 facilities in North America. I directed the establishment of 3 new facilities in Mexico. I managed a $2.5 billion project portfolio, coordinated new systems implementation and new product integration for manufacturing facilities. Handled end-to-end project management for new facilities, leveraging best practices and industry standards to launch world-class production operations. Achievements include: - developed a team of high-level project-oriented management team from scratch- achieving $3 million in consistent annual cost reductions, utilizing Six Sigma and Lean tools to drive efficiencies into our new product launches- positioning the business at the forefront of emerging industry developments- developed a multi-facility, multi-project tracking system that was later adopted by Johnson Controls worldwide- generating more than $1 billion in sales via major plant start-up and engineering projects using efficiency-enhancing new products in manufacturing- lead a 10-day plant conversion to grow the Mexico City plant from 2 to 4 manufacturing lines Show less You know you want to ask: How were you lucky enough to get an expatriate assignment in Australia of all places? I hear that question a lot when I’m sharing my experiences with friends and colleges and my network. Well, I was sitting in a meeting in Korea and the VP of Asia/Pacific for Johnson Controls told me we had a problem in Australia, and he wanted me to go “take a look” to see if I could utilize my financial analysis skills to see if we had a problem.As it turns out, we did and I was tasked to go down and help implement a list of ten recommended changes I had identified when I walked around the shop floor with a stop watch and poked around the operations, so here was my first change management opportunity. This coincided with the global roll-out for Johnson Controls for Six Sigma so I was there rolling out these critical tools from the beginning.I was the driving force pioneering 5 new major programs for customers in Australia. I coordinated execution of manufacturing and production projects, based on my recommendations and we pulled out $1.5 Million in cost in less than 6 months. My authority grew to include all business development, plant engineering, continuous improvement, launch, project management, and Six Sigma. I handled contract negotiation and project execution for design, development, tooling, and production.Achievements include: - eliminated $1.5 million in operating costs, by leading plant consolidation effort and re-engineering | optimizing production processes in a union facility- recovering $800,000 in annual expenses by renegotiating vendor and client agreements- expanding the units sales by 8% with 5 new product introductions- the unit went from losing 1.5 million in EBITDA to making 2.5 million in two years time Show less My hiring manager for my first role in Johnson Controls as an account financial manager had told me on my first day on the job: “We see this as a two year developmental role for you, to learn our industry, business practices, and to learn about manufacturing by figuring out how much it costs to produce something”…He and I agreed to disagree in so far as I felt I would be ready to grow and take on new challenges faster than his two year timeline. So when he walked up to me after six months on the job and said the Group VP of Finance wanted to talk to me, I wasn’t sure what to make of it…It turns out, I had impressed the leadership in my previous role, pressing the boundaries and they felt I was ready for my next role, as part of a Business Development Team in the Asia/Pacific regionIn this role, I created strategic growth models governing the support of expansion in the Asian / Pacific manufacturing market. I also contributed to mergers, acquisitions, and due diligence, with additional authority over finance, budgeting, and forecasting. I helped prepare presentations for customers and vendors and developed competitive assessments. Show less

  • Plant Manager Lean Six Sigma

    Jan 2006 - Jan 2007

  • Director Manufacturing Product Launch

    Jan 2000 - Jan 2007

  • Business Development Lean Six Sigma

    Jan 1998 - Jan 2000

  • Business Development Manufacturing Lean Six Sigma

    Jan 1998 - Jan 1998
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  EPL Limited

  Jan 2007 - Jan 2009

  Director Manufacturing Lean Six Sigma

  I was drawn to this opportunity by the sense of urgency I sensed in the HR Director and Hiring Manager – They were very clear they needed rapid improvements in the operation, as they were struggling with key deliverables and quality, and I am always drawn to challenges.So I stepped into the role, leading the manufacturing operations in North and South America, managing an $18 million operating budget, with authority over $120 million in sales revenue with P&L responsibility and supervision for up to 700 personnel.I introduced Six Sigma and Lean concepts to the organization, rolling out rapid improvements in manufacturing, implementing more effective processes efficiency, customer delivery, reducing scrap and improving service levels. I empowered the management team to leverage their strengths and advantages as part of business planning and growth strategy, to utilize cross-functional teams to drive improvements in quality, cost, and delivery. Achievements include: - Rolled out SAP across the operations - Improved profitability by turning around underperforming units with Lean and Six Sigma, growing these capabilities from the ground up.- Grew Sales by 24% in 12 months - Raised operating efficiency by 35% - Utilizing process re-engineering, raised capacity utilization by 28%- Increased on-time delivery 85% - cut $8 million in operational costs in less than a year - improved efficiencies in key performance areas via operational and Six Sigma enhancements, creating the foundation for 20% in further business growth- improved inventory turns 50% - cut supply chain lead times with value stream mapping - elevating management capabilities at the warehouse level via lean concepts - achieved ISO 9001 certification (a global first for this organization) - Optimized Global Supply Chain - Lead multiple plant Kaizen’s - Implemented Kanban pull system for packaging - Implemented WMS with barcode scanning and continuous virtual inventory updates Show less

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  Interim HealthCare Inc.

  Jan 2010 - Dec 2014

  President || Lean Continuous Improvement

  I was drawn to this industry in geriatric care, by friends and family members who had a sound business plan, a great market territory (a recognized retirement and health care hub), and the demographics - 55,000 people a day in the US turning 65 and in potential need of Home Health Care, for the next thirty plus years. So I left manufacturing and took on a new role as an entrepreneur.I had direct oversight over the compliance program, centralized on proactively identifying and eliminating risks through effective business planning. I defined customer strategies with the goal of strengthening customer relationships through a personalized customer experience and swift attention to concerns and complaints. My team and I identified key referral targets and built up trust and assurance and drove local business growth opportunities aligning with customer goals and objectives for niche businesses, including launching new business pilot programs. We had to pinpoint and mitigate negative financial and non-financial impact factors, Create agency-specific annual financial plans, and administer the budget. Achievements include: - launching a startup from scratch to sustainability and $2 million in turnover within 18 months- elevating standards of customer satisfaction- nurturing positive customer relationships that generated referrals and repeat business- achieving 100% compliance on a State inspection Survey Show less

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  Hans America Inc.

  Sept 2014 - Jan 2015

  Plant Manager

  After I sold my Interim Healthcare Business, I started looking for a challenging role back in manufacturing. My wife is from Mexico, and I found this opportunity, where I'd be based in the US, and work in Mexico. I was responsible for the turnaround of a large, fast growing Trim Assembly operation for Automotive seating applications, back in Juarez Mexico, which would put my wife closer to her family. In my short tenure with the company, I made a significant impact:I lead the launched of a major new program initiative for an Automotive OE, with tight deadlines and high-quality standards.Reduced Quality Defects in Total Parts per Million (TPPM) from 16% to 1.5% in the first three months, leading cross functional teams, strengthening process controls, and improving plant/equipment layout.Focused on building the appropriate organization structure from the ground up, improving inventory control, production control, and improving quality. Increased inventory turns by over 130% by focusing on working to build an appropriate materials supply chain team and correcting release system to accurately reflect demand.Improved turnover and reduced absenteeism by focusing on key metrics, employee communication, and improving hiring/screening process to reduce failures in initial training pool of applicants.Improved overall operating efficiency from an average of 75% to above 90% by focusing on key metrics, accurate measurement of production, and operator/supervisor discipline.Implemented/Upgraded Maintenance System to improve overall equipment up-time and reliability. Show less

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  The University of Texas at El Paso

  Mar 2015 - Apr 2017

  Instructor, Lean Six Sigma Green Belt Certification Course

  I was asked to take over as the instructor for this course midway through the Spring session of the course. I worked to develop a custom curriculum focusing on teaching from the Six Sigma Handbook and the Toyota Way. The class is very much interactive, with a Lean Factory model simulation and hands on challenges, as each student will be working with a partner to complete a Six Sigma project from the DMAIC road map, and presenting their work to the class. Along the way, each team will also be applying hands on learning by taking tools from the Toyota Way's 14 Principles in applying Lean tools and techniques to their projects, from Value Stream Mapping, 5S, Kanban, Heijunka, etc. I love working to teach active professionals these essential tools for helping organizations grow and become more profitable. Show less

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  Housing Authority of the City of El Paso

  Sept 2015 - Apr 2017

  Process Improvement Specialist

  One of the students from my Greenbelt class at the University of Texas, El Paso (UTEP), told me that the housing authority was looking for someone to help them improve operating efficiencies and recommended me for the position. I was responsible for streamlining processes amid the transition of the Agency from a Public Housing venture to one based on a new Business model based on revenue received by managing properties under a new Federal Pilot Program, the Rental Assistance Demonstration (RAD) business model. I was tasked to take on high priority projects for delivery of critical efficiency improvements to bring the organization into a positive cash flow and also to train the organization in Lean Six Sigma so that the Agency could foster an environment of Continuous Improvement.I certified six new greenbelts, helped reduced cost for maintenance by eliminating 80% of overtime for maintenance technicians, resulting in a $400K in annual savings. I also started the implementation of a new computer control system that reduced time for implementation for new applicants, automate record keeping, reducing non-compliance by 99.9%, lead to further saving of more than $500K annually. Show less

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  Adient

  May 2017 - Oct 2019

  Senior Launch Manager, Trim

  I had one of my old colleagues from Johnson Controls reach out to me to ask me to step back into manufacturing, leading product launches for North and South America.I went back into an old familiar role in Product Launch Program Management and managed all North and South american Trim launches, covering 12 factories in Mexico and Brazil for one of the largest seating suppliers to the Automotive Industry. Some of my accomplishments included:• Improved Launch Performance from 45% on Key Metrics of 0 safety incidents, 0 RPPM, 100% on-time delivery, for the first 100 days of launch (0-0-100-30) to 79%.• Developed standardized systems for managing and delivering successful OEM trim launches. Show less