John Boulton

REQUIREMENTS SUMMARY
6 Sigma Black Belt Certification 1998
Jack Welch Leadership Training Center (GE Crotonville) New Manager Development
1999
Jack Welch Leadership Training Center (GE Crotonville) Experienced Manager Dev
elopment 2003
Developed and taught a Leadership Training program
10 years experience operating at a Vice President level
25 years of manufacturing experience
Rated as High Performer/High Potential in each assignment for the past 20 years
Awarded GE Outstanding Performance Award on 14 occasions throughout my GE caree
r.
QUALIFICATIONS SUMMARY
Fanatical about the 4-Es (Energy, Energize, Execute, Edge). Tremendous personal
energy, ability to motivate and excite people, goal driven and possess the abili
ty to make the tough decisions when needed.
Believe that strong leadership is the key to making quantum improvements in an o
rganization (Growing, mentoring and changing people when needed). Visionary (see
how things could be), embrace change; take calculated risks to drive change & i
mprovement (ROI). Expectations/Requirements for my team: Teamwork, Accountabilit
y and Responsiveness
Additional capabilities include:
* Visionary Leadership * Problem Solving
* Developing an Accountable Culture * Establishing Standard Operating Procedures
* Optimization of Organization Structure * Creating Cross Functional Teamwork
* Integration of Lean Principles * Developing and Maintaining Budgets
PROFESSIONAL EXPERIENCE
Utilimaster Holdings, Inc. 2007 July, 2010
Vice President of Operations.
Responsible for Manufacturing across 14 plants (Truck Assembly, Truck Upfit, Met
al Fabrication, Welding, Paint, Chassis Hybrid retrofit), Safety, Quality, Sched
uling, Operational Engineering, Design Engineering, Manufacturing Engineering &
Maintenance, Supply Chain Management, and Purchasing.
KPIs include OSHA Frequency Rate, Customer DPU, COPQ, On-Time-Delivery, Engineer
ing Cycle Time and Accuracy, Material and Labor Productivity, Inventory Reductio
n, Supplier performance.
Performance Accomplishments include:
OSHA Recordable Frequency Rate from 11.3 to 3.6 and Lost Work Rate from 1.1 to
0
Reduced Customer DPU by 25% and COPQ from 3.8% of Sales to 2.5% of Sales
Improved On-Time-Delivery from less than 20% to 94%
Delivered 8% labor productivity over two years while volume reduced by 40%
Delivered $6.6M in net material cost savings or a 5% reduction
Reduced Inventory from $15.7M to $9.3M in 2009, increasing turns from 7.7 to 11
.8
Improved Engineering Solutions On-Time-Delivery from 47% to 73% while increasin
g output per engineer by 22%.
Significant initiatives to drive improvements include:
Created an accountable, responsive and team oriented culture throughout the org
anization
 Dismantled the silo operations structure and moved departments closer to their
customer (plant support to plants and application engineers to sales).
Top graded talent levels as well as identifying individuals strengths and movin
g them to leverage skill set
Constant mentoring of Ops leaders and individuals throughout the organization
Developed and taught Leadership Training to all managers (Directors to Manufact
uring Group Leaders)
Implemented DuPont STOP Safety training and developed a Safety Action Plan for
Utilimaster
Developed and implemented a point of control buy/sell shop floor quality system
Value Stream mapped Supply Chain and Operational Engineering processes and crea
ted SOPs with associated audit process.
Developed and implemented an NPI (New Product Introduction process) to add proj
ect control rigor to this process resulting in improved product quality, reduced
warrant cost and increased customer satisfaction.
Developed project decks for materials cost reduction and labor cost reduction p
rojects to drive the required year over year savings goals.
Developed a closed loop operations measurement system including Daily Operating
Reporting and Operations Performance Dashboard linked to the business financial
s.
Coachmen Industries 2004 - 2007
Vice President of Operations.
Recruited to implement Best in Class operational processes to drive repeatable/r
eliable performance across 14 manufacturing facilities. Major focus has been pla
ced on the following:
Implementing a robust safety program resulting in a reduction in workers compen
sation of $440K (38%) and a 58% reduction of recordable incidents.
Developing and implementing a point-of-control quality system focused on dynami
c Voice of the customer inputs and controls driven down to the operator level vi
a a buy/sell philosophy resulting in a reduction in warranty expense of 26%. Dev
eloped problem-solving training materials based on the 6 Sigma DMAIC philosophie
s.
Rationalization and consolidation of plants to improve factory utilization. Dec
entralizing a habitually low-performing, sub-assembly process and tying directly
to specific assembly plants (customer) resulting in a 75% productivity improvem
ent.
Introducing Flow/Lean methodology to the business and implemented in 30% of the
facilities. Developing lean manufacturing training materials to drive implement
ation across the corporation.
Developing an operations dashboard to measure financial and operational perform
ance.
GE Capital (GE Fleet Services Canada) 2002 - 2004
Vice President of Operations.
Responsible for managing through the acquisition of a Canadian leasing business,
including conversion onto a common business system platform and creating operat
ional stability through the creation of standard operating procedures.
Defined business metrics and developed the performance control plan
Developed operational structure and top-graded management talent.
Participated in the development of a training program for the business, includi
ng 6 Sigma training/certification and an operator modular training process.
Lead the Customer Advocate Board initiative collecting the voice of the custome
r and using this information to help determine business direction, future busine
ss goals etc.
GE Capital (GE Fleet Services Minnesota) 2000 - 2002
Vice President of International Sourcing
Lead the strategic sourcing initiative for GE Fleet Services with operations in
US, Mexico, Canada, Europe, Japan and Australia. Implemented on line (e-auction
process). Responsible for $108MM of on line auctions yielding $7.7MM savings in
2001. Total savings for 2001 = $21.4MM
Developed the global sourcing teams and established the strategic sourcing plan
s and objectives for each country.
Reduced real estate sq ft by 22% by implementing operational consolidation and
efficiency initiatives.
Responsible for driving 6 Sigma (Black Belt) certification within the sourcing
team and a member of the certification board for the business.
GE Industrial Systems (Alabama) 1998 - 2000
Plant Manager
Responsible for the overall financial and operational performance of the plant.
Plant employees were attempting to organize. Union avoidance activity was priori
ty #1 when I took over the plant. This activity was avoided and the management/e
mployee relationship was dramatically improved by teaming with the employees, de
veloping a management team with sound leadership skills, setting expectations an
d holding all levels (including employees) accountable for results. Plant perfor
mance results included:
Safety reduction in OSHA Recordables of 50% and lost work days of 60%
Reduced delivered quality defects from: 10,000ppm to: 4,200ppm
Reduced inventory levels by 12% and increased turns by 36%
Delivered 14% productivity
Improved delivery performance from: <70% to: 99% with a variation reduction fro
m: 60 days to: 8 days.
GE Industrial Systems (Alabama) 1997 - 1998
Manager Shop Operations
Responsible for operational performance of a manufacturing production line produ
cing large industrial motors, low volume, high mix ($25MM in sales). Results inc
luded:
Reduction in OSHA recordables from: 13.6 to: 5.1
Reduced delivered quality defects from: 11,000ppm to 5,446ppm
28% improvement in productivity
Improved delivery performance from: 50% to: 94%.
GE Industrial Systems (Juarez, Mexico) 1996 - 1997
Supply Chain Manager
Responsible for supply chain management of material from US to Mexico. Implement
ed DFT which included a Supplier Kanban pull implementation with 90% of our supp
liers (including an automatic PO generation process). Developed policies and pro
cedures for the supply chain processes as part of ISO9001 implementation. Improv
ed on-time delivery of material enabling the business to improve completed produ
ct delivery from: 75% to 99.9%. Lead project resulting in $1MM material price va
riance and reduced premium transportation cost by 70%. Worked with a key supplie
r to in source part of their operation in the US to our plant in Mexico resultin
g in a 6% price savings.

GE Industrial Systems (Ft. Wayne Indiana) 1994 - 1996

Sourcing Engineer
Responsible for negotiating price reductions with key suppliers as well as analy
zing their internal processes to design cost out of the suppliers process or pro
duct. Responsibilities also included vendor quality and outsourcing of internal
GE operations to lower cost suppliers (identification of non core competency and
inefficient operations).
GE Aircraft Engine (Ft. Wayne Indiana) 1988 - 1994
Producibility Engineer
Products produced were high-reliability aircraft engine electronic controls. Res
ponsible for working with engineering, manufacturing and sourcing to optimize th
e design to enable manufacturing to produce efficiently (Design for Manufacturab
ility).
GE Aircraft Engine (Ft. Wayne Indiana) 1985 - 1988
Production Engineer
In house design engineering liaison. Responsible to verify that manufacturing pr
ocesses were producing parts in compliance with engineering specifications. Work
ed with engineering to resolve design related production issues developing corre
ctive actions.

EDUCATION & TRAINING

HNC (BS Equiv) Electronics - Reading College of Technology, England 1979 - 198
3
Manufacturing Apprenticeship Racal Mobilcal Ltd, England 1979 1983
Zenger-Miller Teaming 1987
Operations Management Training 1990
National Association of Purchasing Management Training 1995
o Negotiation Skills
o Financial Analysis of Suppliers
o Supplier Quality
DFT Business & Strategy 1996
Plant Manager EHS Training 1998
6 Sigma Black Belt Certification 1998
Jack Welch Leadership Training Center (GE Crotonville) New Manager Development
1999
Jack Welch Leadership Training Center (GE Crotonville) Experienced Manager Dev
elopment 2003
Lean Sigma Training 2005
Skilled in PC utilities such as Microsoft Word, Excel, PowerPoint, Project and
Outlook, as well as Minitab