1. MATTHEW B. HALLEAD, MBA
15625 S 6th
Ave
Phoenix, AZ 85045
(616) 953-2877
halleadm@hotmail.com
An MBA with broad understanding of Lean systems, exceptional problem solving skills and team leadership abilities, with strong
accounting and financial analysis background.
• As General Manager, decreased backlog by 98.8% or $2.17M and increased OTD from 18% to 94%, with 55% increase in sales.
• Lead $34M high volume-low mix manufacturing cell, significantly boosting on-time delivery using lean strategies
• Managed many Lean events while a Continuous Improvement Expert, which lead to considerable improvements to on-time delivery, customer
satisfaction and cost/inventory reduction.
• Extensive interaction with suppliers and customers to integrate lean philosophies into the entire value stream.
• Member of Woodward Governor Company Six Sigma Council, Vision 2010/2015 Steering Committee, Site Safety Council, S&OP Team, Pratt
& Whitney/UTC Gold Supplier & Global Continuous Improvement Team.
Solid analytical and quantitative skills, strategic thinker and creative problem solver. Able to break down complex issues into a concise and
understandable form. Positive attitude and ability to create strong teams to drive execution.
_________________________________EDUCATION & QUALIFICATIONS__________________________________
BA, Business Administration/Accounting, Alma College, Alma, MI, May 1998
MBA, Grand Valley State University, Grand Rapids, MI December 2004
Technical Skills: University of Michigan Lean Manufacturing Certification, ISCEA Certified Lean Master, University of Tennessee Lean
Enterprise Training, PMI Project Management Three-Day MBA, Woodward Lean Leadership, Six Sigma Green Belt, APQP, Flow & Pull, 5S,
kaizen, kanban, Heijunka, VSM, queue theory, visual management, SMED, TPM, cost/general ledger accounting, financial analysis
Computer Skills: Excel, Word, Outlook, PowerPoint, Visio, Oracle GL, MAPICS, SAP, IQMS
Eagle Scout: Eight years that developed valuable leadership, team building & organizational skills.
Community: Lead a Daisy/Brownie Girl Scout Troop for 4 years, Member of the Grand Rapids Jaycees & APICS
____________________________________PROFESSIONAL EXPERIENCE___________________________________
MedPlast Inc., Medical Plastics Contract Manufacturer, Tempe, AZ
General Manager February 2015 to June 2016
• Increased EBITDA % of Sales from 0.88% to 16.5%, reduced backlog from $2.2M to $27K and increased on-time delivery from 18% to 94%
for the Tempe plant with forecasted sales at $21.5M, an increase of 71% from 2014.
• Implemented burn down plans to reduce backlog to $0 by end of July 2016, including Demand SIOP & increased press utilization.
• Reduced scrap from 4.2% of sales to 1.4% through deep dive events, line side visuals & updated work instructions.
• Drove direct labor spend from 10.7% to 5.9% of sales, through BOM headcount analysis, scheduling and improved efficiencies.
• Lead all sales & EBITDA forecasting activities weekly, using variances to budget to drive action items.
• Implemented Lean Daily Management, including twice daily management standup meetings, visual metrics, RealTime IQMS for machine
tracking, production goal boards, shift changeover logs, cadence calendars, BOM headcount sheets & lineside visual product quality boards.
• Conducted Greenfield events (in 4 MedPlast plants) to right size the membership and make upgrades in key resource areas.
• Directed Hoshin Strategy Deployment at 4 MedPlast locations to set the initiatives for the year, in order to beat targeted metrics.
• Lead the staff through FDA Inspection preparation, including complete documentation process audit, preventative maintenance revision,
cleaning logs and standards, 5S of cleanrooms/gowning/storage areas, & opened CAPAs for any areas not meeting our high standards.
Autocam, Automotive Precision Machining, Kentwood, MI
Continuous Improvement Coordinator March 2014 to February 2015
• Hired as a Program Manager, but asked to lead Lean activities in launch areas for Stanadyne and Kendrion for first year.
• Initiated MRO kanban system and line-side miscellaneous tooling to reduce motion waste for machinists
• Developed kanban system throughout the value stream to drive daily production requirements to the operator level, which was touted by
former General Motors Assembly Plant Manager turned consultant, as the simplest, yet most effective kanban system he had ever seen.
• Established Excel-based level loaded schedules at Wash Stations and ECD, which automatically updated based on weekly demand and
number of changeovers required, which dramatically increased continuous flow of product.
• Implemented line-side Autocam Improvement Team action registers for MQE and machinists to constantly update. Helped with
communication across shifts and tracking of projects.
• Stanadyne had multiple customer disturbances due to mishandling at the pack station. Turned this area into a showcase for the entire
company of what a World Class workstation should look like. Included electric ergonomic table, overhead lighting, labeled bins and work
instructions.

2. MATTHEW B. HALLEAD, MBA
Woodward Inc., Aircraft Fuel Nozzle Manufacturer, Zeeland, MI
Continuous Improvement Manager - TCS April 2013 to March 2014
• Developed Vision 2014 Woodward Lean Enterprise System strategy focused on key initiatives to drive future continuous improvement
processes.
• Managed complete relayout of Greenville, SC facility to improve continuous flow of all product.
• Lead kaizen to improve flow of product in Mixed Model Cell. Included decentralizing activities and bringing them directly in line with the
process. These included; EB Weld, Braze Assy and induction furnaces, digital x-ray and fluorescent penetrant lines.
• Instructor for Culture into Action, a training seminar used to create a culture of continuous improvement in the entire membership.
• Facilitator in Greenfield exercise to right size the organization, including workforce reductions and redeployment.
• Lead the leadership in building war rooms intent on communicating progress to alignment grid projects.
Mixed Model Cell Operations Supervisor II November 2011 to April 2013
• Used theory of constraint knowledge to implement first level-loaded schedule in the Zeeland facility. This lead to an improvement in on-time
delivery for OEM customers from 75% for FY11 to 98% average over a 15-month period.
• Instituted detailed overhaul tracking mechanism to allow all members of the cell to be aligned with customer due dates. This lean process
improvement boosted Overhaul on-time delivery from 56% for FY11 to 90% average for a 12-month period.
• Lead a cross-functional team of direct reports, which honed my leadership skills, including teamwork, yearly reviews, performance
improvement plans & disciplinary actions.
• Developed 24 month detailed capacity analysis for the Mixed Model Cell and EB Weld, allowing for greater visibility of future staffing
requirements and level loading demand. This tool was then used in all production cells in Zeeland, MI and Greenville, SC plants.
Global Continuous Improvement Specialist May 2006 to November 2011
• Lead numerous Lean events focusing on inventory reduction, decreased lead times and increased on-time delivery to the customer. Tools used
included value stream mapping, kaizen, 5S, non-value added waste reduction, cell design/layout, Heijunka scheduling system, SMED setup
reduction, point of use inventory, flow & pull, and kanban replenishment.
• First Woodward Build To Order Lean Specialist, trained all US sites on this lean transformation initiative.
• Trained 100’s of members in many Lean Six Sigma tools, including: Six Sigma Green Belt, 5S, SMED, Pull/Flow, Kanban
• Leader of the team who designed and implemented the Airblast and Mixed Model Top Assembly Gold Standard Cells.
• 100+ presentations to suppliers and customers outlining Woodward’s Build To Order Lean initiatives. Allowed for a communication link that
has lead to reduced demand variation/increased on-time delivery for the customer and increased on-time delivery/inventory reduction from the
supply base.
Senior Cost Accountant November 1999 to May 2006
• Personal skill set, competence and transactional lean initiatives allowed the corporation to reduce the department size from 5 to 1. During
that time, picked up all cost & general accounting duties, including month end closing, for two facilities, without the need for additional
hours.
• Produced income statement, balance sheet and departmental budgets.
• Completed financial analysis for customer contract negotiations with Pratt & Whitney, GE and Rolls Royce.
• Tracked Lean project hard savings through detailed analysis of inventory, labor, throughput, scrap, etc. Developed lists of soft savings to be
used for projects.
• Calculated Fixed & Variable Overhead Absorption rates. Tied out Book to Actual physical inventory variances. Analyzed Capital Budget
requests. Reviewed product line margins and created charters for continuous improvement projects.